Annual Report 2016 | University of Amsterdam 1

annual report 2016 | university of amsterdam 1

Annual Report 2016

uva.nl 2 annual report 2016 | university of amsterdam annual report 2016 | university of amsterdam 1

Annual Report 2016 University of Amsterdam 2 annual report 2016 | university of amsterdam

Publication details

Published by University of Amsterdam May 2017

Composition Strategy & Information Department

Design April Design

Cover photography Niké Dolman & Lisa Helder

Information University of Amsterdam Communications Office Postbus 19268 1000 GG Amsterdam +31 (0)20-525 2929 www.uva.nl

No rights can be derived from the content of this Annual Report. © Universiteit van Amsterdam

Disclaimer: Every effort has been made to provide an accurate translation of the text. However, the official text is the Dutch text: any differences in the translation are not binding and have no legal effect. annual report 2016 | university of amsterdam 3

Contents

5 a. Foreword by the Executive Board 7 b. Key data 9 c. Message from the Supervisory Board 14 d. Members of the Executive Board and the Supervisory Board 15 e. Faculty deans and directors of the organisational units 16 f. Details of the legal entity 17 g. Glossary of abbreviations 20 1. Administration 30 2. Education 38 3. Research 44 4. Innovation 50 5. Human resources policy 56 6. Sustainability 64 7. Financial report 74 8. Accommodations Plan and financing 78 9. Continuity 84 10. Risks the executive board

From left to right: Kees van Ast (interim member), Prof. Karen Maex (Rector Magnificus and Vice-President) and Prof. Geert ten Dam (President) annual report 2016 | university of amsterdam 5 a. Foreword by the Executive Board

Many of the names in this annual report will have changed since last year. The composition of the Supervisory Board and Executive Board has changed, while various deans have rotated their positions. However, the annual report also reflects a high degree of continuity, in terms of both our continued excellent performance in the area of education and research and our operational management and finances. This is a testament to the UvA’s inherent strength as an organisation: despite a period of changes and administrative reshuffles, we have managed to maintain stability and continue to offer room for innovation and improvement. In 2016, the number of enrolled students grew to over 31,000 and intake levels at our Bachelor’s and Master’s programmes rose by over 10%. Furthermore, the number of doctorates conferred was higher than ever, at a total of 546, and a large number of UvA researchers received grants from the NWO and ERC. Naturally, we are extremely proud of all UvA grant winners. We would like to take this opportunity to congratulate them, with a special mention for Bruno Verschuere, winner of an Ig Nobel Prize. Our congratulations also go out to anthropologist Anita Hardon, political communication scientist Claes de Vreese and high-energy physicist Frank Linde, who were all appointed members of the Royal Netherlands Academy of Arts and Sciences (KNAW). Along with Peter Sloot, Anita Hardon was one of the founders behind the UvA Institute for Advanced Study, an important impetus for innovative interdisciplinary research. The UvA owes a great debt of gratitude to Dymph van den Boom. Many of the speakers at her official retirement as Rector Magnificus and acting president characterised her as a ‘dependable force’. Under her leadership over the past nine years, the UvA has successfully improved the quality of its education and research. Our gratitude also goes out to Hans Amman, who was responsible for further strengthening our finances and ensuring greater financial transparency during his tenure as vice-president of the Executive Board until late 2016. Amman was also the driving force behind the fast-track evaluation of our collaboration with the AUAS. We would also like to thank Lianne Schmidt for her intensive involvement in the process of establishing the new position of student assessor, and Vice-Rector Edgar du Perron for his efforts to coordinate the reform agenda. Finally, our thanks go out to the members of the Supervisory Board, who showed great commitment in ensuring administrative continuity despite complex circumstances. Three committees were established in response to the 2015 protests and each of these bodies submitted reports over the course of 2016. The UvA will use the findings in these reports to its benefit, in order to achieve improvements in the area of finances, diversity and democratisation. This annual report will focus on this aspect in depth, as well as the implementation of the ten-point plan, the expiration of performance agreements with the Ministry, the Talent for Innovation programmes conducted in collaboration with the AUAS and VU University Amsterdam and subsidised by the city of Amsterdam, the launch of the UvA Institute for Advanced Study, the development of joint doctorates, the steep rise in the number of international students and accountability for pre-investments in student loans. Naturally, the annual report also features various financial data and the Annual Statement of Accounts, which all offer a positive outlook. In financial terms, 2016 proved to be another solid year, with a profit and loss that exceeded budget prognoses by €10 million at group level. Equity grew to €277 million, while solvency increased to around 40%. The university’s societal role has been the subject of growing debate over the past few years. To whom does the university belong, which role should the university play in broader society, and which forms of accountability will this involve? The UvA is also having to deal with the various associated dilemmas, as it works to strike a balance between accessibility and effective profiling, between academic freedom and professional responsibility, between further internationalisation and language policy, between the strengthening of disciplines and interdisciplinarity and between common 6 annual report 2016 | university of amsterdam

choices and decentralised autonomy. The debate on these issues will inevitably find its way into discussions on communicative supervision and potential adaptations of the Strategic Plan, one of our key priorities for the coming year. The development of a strong and social human resources policy will be another key priority. Efforts to this end were initiated in late 2016, and are set to be continued in 2017 through further improvement of our strategic personnel planning and a focus on work pressure and greater job security. Our career model should be based on the principle that education and research are valued equally. Finally, innovation and improvement of our education and research will remain high on our list of priorities. The same applies to the issue of internationalisation, with a special focus on the establishment of international classrooms. This should offer a basis to further develop the academic community over the coming years together with our staff and students.

Amsterdam, 22 May 2017

The Executive Board Geert ten Dam, president Karen Maex, Rector Magnificus and vice-president Kees van Ast, member ad interim

Notes on this annual report

The UvA Annual Report has evolved into an increasingly comprehensive but also expansive document since 2010, offering accountability and information on the University’s policies and results. With the annual report for 2013, the UvA won the last Kordestrofee award to be issued for best annual report in the education sector. However, developments have caught up with us and the informative function of the annual report increasingly overlaps with the publicly available information featured on the UvA website.

In 2015, the UvA published an extensive Facts and figures function on its website. Furthermore, in late 2016, the intranet section of our website was enriched with UvAdata Monitors as a part of the commitment to greater transparency outlined in our ten-point plan of March 2015. As such, all students and staff members can now independently access a broad range of information and fine-tune the results for their own unit or degree programme.

The Ministry of Education Culture and Science also takes the view that significant portions of our annual report can be replaced by more current and detailed information on the website. As a result, the formal annual report can now be limited to the most relevant issues in terms of providing administrative accountability over the year in question to direct internal and external stakeholders. annual report 2016 | university of amsterdam 7 b. Key data

2012 2013 2014 2015 2016 Enrolled students Total number of students enrolled at the UvA 29,873 31,123 31,186 30,611 31,019

2012 2013 2014 2015 2016 Intake of students enrolled in the first year of a degree programme at the institution (as at 1 October) Bachelor’s intake 6,003 6,685 6,019 5,364 6,594 Pre-Master’s intake 230 270 551 586 455 Master’s intake 4,560 4,984 4,797 4,744 5,516

2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Exams taken per academic year Credits (ECTS) obtained by government-funded students 1,343,245 1,277,137 1,314,680 1,331,163 1,319,179 Bachelor’s exams 4,577 4,358 4,217 4,558 4,350 Master’s exams 5,751 4,604 4,779 5,552 5,559 Initial university degree (doctoraal) exams 293 291 149 94 171 Postgraduate Master’s exams 313 334 306 260 200

2012 2013 2014 2015 2016 Doctoral theses per calendar year Doctoral theses 449 517 496 478 546 1 of which joint doctorates - - 4 6 10 1 Design engineering certificates 12 19 15 16 13

2012 2013 2014 2015 2016 Publications per calendar year2 Academic publications 9,129 9,457 8,636 8,229 8,427 Professional journals 1,411 1,635 1,103 985 1,184

2012 2013 2014 2015 2016 Key financial data (in€1 million) Equity (as at 31 December) 3 301 277 272 264 277 Solvency (definition applied by Ministry of Education, 44% 42% 41% 39% 40% Culture and Science: equity plus provisions/total assets) Transfer AMC-UvA4 149 146 149 161 169 Other operating expenses (excluding group companies) 501 503 511 533 541 Total operating expenses 650 649 666 694 710 (UvA individually plus transfer AMC-UvA) Group result (8.7) 5.1 (3.2) (8.0) 12.3

1 Of which 1 non-government-funded due to fact that doctorate degree was conferred abroad. 2 Effective 2014: figures published in the relevant year; through 2013: figures registered in the relevant year. 3 From 2013 the SARA Foundation is no longer part of the UvA’s consolidation base. 4 The government grant for the teaching hospital (AMC-UvA) as a workplace is presented as an allowable deduction from the UvA’s income in the Annual Statement of Accounts. This grant is included in the transfer of funds to the AMC-UvA and total operating expenses in this Key Data overview. 8 annual report 2016 | university of amsterdam

2012 2013 2014 2015 2016 Staff (FTEs, December, not incl. AMC-UvA) 6 Academic staff 2,498 2,548 2,636 2,733 2,798 m/f ratio 57/43% 58/42% 58/42% 58/42% 57/43% Support and management staff 1,847 1,862 1,870 1,900 1,940 m/f ratio 44/56% 43/57% 43/57% 43/57% 42/58% Individual UvA total 4,345 4,410 4,507 4,633 4,738 5 Consolidated affiliated institutions 581 481 479 353 348 Consolidated UvA total 4,926 4,891 4,986 4,986 5,086

2012 2013 2014 2015 2016 Absence due to illness Academic staff 1.7% 1.6% 1.7% 2.1% 2.4% Support and management staff 4.9% 4.5% 5.3% 5.6% 5.5%

2012 2013 2014 2015 2016

Energy consumption and CO2 emissions Gas (million m3) 4.0 3.8 3.2 4.0 3.8 Electricity (million kWh) 32.8 33.7 36.0 36.2 37.2 of which generated by the UvA (million kWh) 0 0 0.5 3.1 2.6

Drinking water consumption (x1000 m3) 99.6 93.2 95.9 103.1 116.3

CO2 equivalent of gas consumption (tonnes) 7,191 6,831 5,725 7,527 7,171

CO2 equivalent of electricity consumption (tonnes) 19,577 20,114 21,475 17,384 18,029

Total CO2 equivalent 26,768 26,946 27,200 24,911 25,200 7 net CO2 footprint (tonnes) 24,582 10,358 5,840 7,502 7,006

2012 2013 2014 2015 2016 Waste removal Regular waste (tonnes) 1,067 1,135 1,207 987 960 Chemical waste (tonnes) 29 45 44 44 49 Total waste (tonnes) 1,096 1,180 1,251 1,031 1,009 waste separation percentage 26.9% 33.4% 33.4% 35.2% 27.1%

5 In 2016, a total of 308 were also enrolled as students, of which 14 were enrolled as contract students; a large portion consisted of student assistants. 6 Non-consolidated UvA staff figures include staff seconded to the T.M.C. Asser Institute and SCO Kohnstamm Institute, as well as UvA staff members working at the ACTA. 3 From 2013 the SARA Foundation is no longer part of the UvA’s consolidation base. 7 CO2 footprint for gas, electricity and drinking water consumption, corrected for purchase of green energy.

The Facts and figures section on the UvA website features more detailed information on education, research, staff and finances at the UvA, along with specifications for each individual faculty and degree programme:http://www.uva.nl/ en/about-the-uva/uva-profile/facts-and-figures/facts-and-figures.html annual report 2016 | university of amsterdam 9 c. Message from the Supervisory Board

On 26 August 2016, the Minister of Education, Culture and Science appointed a new Supervisory Board for the University of Amsterdam, following the former Supervisory Board’s decision to step down on 10 June 2016. The nomination and appointment of the new Supervisory Board was closely coordinated with the Central Works Council and Central Student Council. The UvA’s Supervisory Board also held joint meetings with the AUAS’ Supervisory Board over the course of 2016. These meetings saw members of the AUAS Supervisory Board act as advisers to the UvA’s Supervisory Board and vice versa: UvA Supervisory Board members acted as advisers to the AUAS’ Supervisory Board. Seven UvA Supervisory Board meetings over the course of 2016 were also attended by the Executive Board. The Board also held numerous telephone consultations in which the Executive Board was not involved before the summer period, as a part of the effort to diligently carry out its statutory duties. The Board met with the external auditor on one occasion.

Meetings report As in 2015, a significant portion of the meetings was devoted to the UvA’s reform efforts. The evaluation of ongoing collaborations between the UvA and AUAS was initiated. As a part of its statutory and social responsibility, the Supervisory Board also met with the Executive Board to discuss key financial documents and strategic alliances with partner institutions and stakeholders. Over the course of its meetings with the Executive Board, the Supervisory Board continually focused on the realisation of the ten-point plan adopted in 2015. The launch and progress of the Decentralisation and Democratisation Committee, and sub-committee on Diversity were also discussed during meetings between the Supervisory Board and Executive Board. The September meeting focused extensively on the report and conclusions issued by the Finance and Accommodations Research Committee. Prior to the summer, the Supervisory Board met with the Executive Board and Lianne Schmidt, the UvA Executive Board’s first student assessor, to discuss her findings. The Board also met with outgoing Vice-Rector Edgar du Perron to discuss his findings and observations on the UvA’s management at central and decentralised level. The prioritisation of issues in the Strategic Plan was frequently discussed, as was the report on blended learning. The parties also exchanges ideas on the effort to increase in and outbound student mobility. The Board devoted ample attention to the University’s finances and operational management. Following the publication of evaluation reports on cooperation between the UvA and AUAS in early September, the Supervisory Board met with the Executive Board on multiple occasions to discuss its decision to unbundle administrative activities and the measures taken so far to achieve this goal. In October, the Board reached a conditional decision on the composition of the UvA Executive Board in the event of administrative unbundling. This decision was supported by the representative advisory councils and deans, and served to provide timely clarity on the issue of administrative staff positions. The representative advisory councils then approved the Executive Board’s proposed decision in late February of 2017, after which the process of administrative unbundling was effectuated on 1 March 2017. The Supervisory Board discussed the report by the Allocation Model working group in the autumn. The Supervisory Board is keeping close track of the allocation model review process. The Supervisory Board also discussed other aspects of the reform agenda with the Executive Board, such as the report issued by the Finance and Accommodations Research Committee, and the framework for the strategic HR agenda. The Audit Committee held an additional meeting in order to obtain more detailed information on the recommendations issued by the aforementioned committee and the ways in which the UvA would follow up on these recommendations. The Diversity Committee issued its report in the autumn. The Supervisory Board also discussed this report in detail with the Executive Board. The elaboration of the various recommendations, 10 annual report 2016 | university of amsterdam

such as the appointment of a Diversity Officer, will also be regularly discussed over the course of 2017. The Decentralisation and Democratisation Committee also presented its findings in the autumn. The Committee’s recommendations, including the introduction of a new-style Senate and a Charter, were discussed during the subsequent meetings between the Supervisory Board and Executive Board. The Committee held a consultative referendum amongst UvA employees and students in late 2016. The results were published in early 2017, and will be the subject of further discussion between the Supervisory Board and Executive Board. The Supervisory Board approved the necessary adjustments to the Management and Administration Regulations. This involved further discussion of the need to fully update the Regulations. The Executive Board will be addressing this issue in 2017. According to the financial results for 2016, the UvA has once again managed to exceed budgeted outcomes. This prompted discussions with the Executive Board on the current budgeting process. Furthermore, the Executive Board and Supervisory Board discussed the 2017 budget, and the deficit incorporated therein. The representative advisory bodies had not yet approved the budget structure by late December. The Supervisory Board approved the budget subject to approval by the representative advisory bodies. The representative advisory bodies granted their approval on 24 February 2017.

Composition of the Executive Board The Executive Board of the UvA was almost entirely renewed over the course of 2016. Dymph van den Boom served as acting president until the vacancies for president and Rector Magnificus had been filled. On 1 June 2016 UvA Educational Sciences Professor Geert ten Dam, took up her position as the new President, while former UvA Faculty of Science Dean Karen Maex was appointed Rector Magnificus and new member of the Executive Board. Nico Moolenaar oversaw the Executive Board’s Finances and Operational Management portfolio for AUAS on an ad interim basis as of 1 July 2016. The newly appointed Supervisory Board immediately initiated the recruitment of a portfolio holder for Finances and Operational Management on behalf of the Executive Board in late August in anticipation of Hans Amman’s resignation at the end of 2016. A recruitment agency selection procedure was conducted and an appointment advisory committee was established in collaboration with the representative advisory bodies. Agreements were also reached on the relevant job profile and appointment procedures. The recruitment process got off to an expeditious start in late 2016. Following a request from the Executive Board, Kees van Ast agreed to fill the vacant Board position on an ad interim basis, and will continue to do so until the new Board member has been recruited.

Composition and operation of the Supervisory Board In view of its role as an employer and the need to ensure continuity and stability, the Supervisory Board prioritised the appointment of new Executive Board members. These obligations were fulfilled with the appointment of a new Board President and Rector Magnificus. The relationship between the representative advisory bodies and Supervisory Board became strained over time. In view of the need to ensure that the debate on supervision would not draw attention away from the institution’s core tasks, on 10 June the Board decided to step down in order to make way for a new Supervisory Board. The Minister of Education, Culture and Science appointed three new Board members effective 26 August 2016. Gerard Mols, appointed in May of 2013 on the recommendation of the representative advisory councils, stayed on at the request of the representative advisory bodies. annual report 2016 | university of amsterdam 11

Until 26 August 2016, the Supervisory Board was comprised of: Atzo Nicolaï (Chair), Steven Lamberts, Lidwin van Velden and Gerard Mols. Since 26 August 2016, the Supervisory Board has been comprised of: Marise Voskens (Chair), Pauline Meurs, Rob Becker and Gerard Mols. The Supervisory Board has complied with the basic principle of independence. Throughout 2016, the Supervisory Board was composed in such a way that its members could operate in an independent and discerning manner, both with regard to one another and in relation to the Executive Board. The Supervisory Board was comprised of three committees, for which the regulations are published on the UvA website. The Education and Research Committee met on three occasions in the period until 26 August 2016. The Committee held talks with the Rector Magnificus and Rector of the AUAS in order to discuss quality assurance, education and research. Until 26 August 2016, the Education and Research Committee was comprised of: • Steven Lamberts (UvA, chair) • Gerard Mols (UvA) • Marleen Barth (AUAS) The Education and Research Committee convened on one occasion in the period since 26 August. Since 26 August 2016, the Education and Research Committee has been comprised of: • Marleen Barth (AUAS, chair) • Elisabeth Minnemann (AUAS, from 10 October 2016 onwards) • Gerard Mols (UvA) The Audit Committee met on three occasions in the period until 26 August 2016, and discussed matters concerning operational management, construction programmes and financial management at the UvA and AUAS with the Executive Board portfolio holders for Finances and Operational Management. One of these meetings was also attended by the external auditor. The Audit Committee also conducted separate consultations with PwC. Until 26 August, the Audit Committee was comprised of: • Lidwin van Velden (UvA, chair) • Rinse de Jong (AUAS) The Audit Committee met on two occasions in the period after 26 August. These meetings were also attended by the external auditor. Since 26 August 2016, the Audit Committee has been comprised of: • Rob Becker (UvA, chair) • Pauline Meurs (UvA) • Rinse de Jong (AUAS) The Governance Committee met on three occasions in the period until 26 August 2016. The Committee focused on the recruitment and appointment procedure for Executive Board members and investigated the leaks of confidential information from the appointment procedures conducted in the first half of the year. An appointment advisory committee consisting of representatives of the Supervisory Board, representative advisory bodies, deans and Executive Board was established in order to oversee recruitment of a new portfolio holder for Finances and Operational Management. The implementation of the act governing maximum incomes for public and semi-public officials (WNT2) was discussed. The Committee also evaluated its own duties and prepared for annual consultations with the individual Board members and self-evaluation of the Supervisory Board. Until 26 August 2016, the Governance Committee was comprised of: • Atzo Nicolaï (UvA-AUAS, chair) • Steven Lamberts (UvA) • Monika Milz (AUAS) 12 annual report 2016 | university of amsterdam

The Governance Committee met on two occasions in the period after 26 August 2016, and focused on the recruitment of new members for the Executive Board. The Committee also reviewed the Executive Board expenses settlement scheme, the Executive Board and Supervisory Board regulations for administrative segregation, Board remuneration provisions and the UvA’s continuation of the Governance Committee in the event of administrative unbundling. Since 26 August 2016, the Governance Committee has been comprised of: • Pauline Meurs (UvA, chair) • Marise Voskens (UvA) • Rinse de Jong (AUAS) • Monika Milz (AUAS, until 1 October 2016) Miek Krol served as Official Secretary of the Supervisory Board for the duration of the year. The Supervisory Board conducted its annual self-evaluation at the start of the year, and continued its ongoing discussions on the best way of ensuring a modern form of engaged supervision. In late 2015 and early 2016, the Supervisory Board conducted annual consultations with all Executive Board members. These discussions focused on the performance of the individual Executive Board members, as well as their various ancillary activities, all of which were approved by the Supervisory Board. The statutory consultation (‘WHW meeting’) between the Supervisory Board and the Central Works Council and Central Student Council took place on two occasions in 2016. Furthermore, spring also saw consultations on the ongoing collaboration between the Supervisory Board and representative advisory bodies. The WHW meetings saw further discussion of the University’s general state of affairs on the basis of the Strategic Plan, the Annual Statement of Accounts and budget, as well various points submitted by the representative advisory bodies. The Supervisory Board considers these consultations with the representative advisory bodies to be highly constructive and worthwhile, and values their intensive commitment to the UvA and continuous input. Since its appointment in late August of 2016, the Supervisory Board has overseen developments at the UvA in a critical and inquisitive manner. The Supervisory Board would like to express its appreciation and gratitude for the achievements and efforts of our lecturers, researchers, students, representative advisory bodies, staff members and executive staff in a year full of major challenges. The Board would like to extend its gratitude to Dymph van den Boom, Hans Amman, Edgar du Perron and Lianne Schmidt for their specific contributions. Finally, the Supervisory Board wishes the Executive Board and academic community the best of luck in their efforts to achieve the desired reforms and associated ambitions.

Amsterdam, 22 May 2017

The Supervisory Board Marise Voskens, chair Rob Becker Pauline Meurs Gerard Mols annual report 2016 | university of amsterdam 13 14 annual report 2016 | university of amsterdam d. Members of the Executive Board and the Supervisory Board

At the time of signing of this Annual Report for 2016, the Executive Board and Supervisory Board were comprised of:

Executive Board POSITION CURRENT TERM President Prof. G.T.M. ten Dam 1 June 2016 – 31 May 2020 Rector Magnificus and Prof. K.I.J. Maex 1 June 2016 – 31 May 2020 Vice-President

Member Mr K.J. van Ast ad interim since 1 January 2017

Supervisory Board POSITION TERM OF OFFICE Chair Ms M.S.F. Voskens 26 August 2016 – 25 August 2020 Member Prof. P.L. Meurs 26 August 2016 – 25 August 2020 Member Mr R. Becker MBA 26 August 2016 – 25 August 2020 Member Prof. G.P.M.F. Mols 1 May 2013 – 1 January 2018

The ancillary positions held by the Executive Board members, either by virtue of their membership or in other capacities, have been published on www.uva.nl. The other positions held by Supervisory Board members have also been published on www.uva.nl. annual report 2016 | university of amsterdam 15 e. Faculty deans and directors of the organisational units

Management of the faculties, institutions and shared services is assigned to the following people effective May 2017:

Executive staff POSITION Secretary General of the University C. Euving MBA

Faculty deans FACULTY Faculty of Humanities Prof. F.P. Weerman Faculty of Law Prof. P.A. Nollkaemper Faculty of Medicine Prof. J.A. Romijn Faculty of Dentistry Prof. A.J. Feilzer Faculty of Science Prof. P.H. van Tienderen Faculty of Economics and Business Prof. H.G. van Dissel Faculty of Social and Behavioural Sciences Prof. J. Brug

Service unit directors SERVICE Administration Centre C. Schut The Development & Alumni Relations Office C.E. Wever Communications Office H.C. van Oosterzee Facility Services G.H. Swartjes, MBA Real Estate Development C. van der Wolf ICT Services M.G.M. Vervaat ad interim Technology Transfer Office Dr M.S. Leloux Student Medical Service P. Vonk Student Services G.G.M. de Valk MBA CFM University Library M.A.M. Heijne 16 annual report 2016 | university of amsterdam f. Details of the legal entity

University of Amsterdam Spui 21 1012 WX Amsterdam Postbus 19268 1000 GG Amsterdam Telephone: +31 (0)20 525 9111 Internet: www.uva.nl

BRIN number: 21PK Competent authority number: 22222

Bank Deutsche Bank NL48DEUT0444042342

Chamber of Commerce registration number 34370207

LEI (Legal Entity Identifier): 724500CFDCA9PSUM7351

ANBI number (Public Benefit Organisation): 003240782

VAT number: NL0032.40.782 B01

EORI number (Economic Operators Registration & Identification): NL003240782 annual report 2016 | university of amsterdam 17 g. Glossary of abbreviations

AAA Amsterdam Academic Alliance AAC Amsterdam Academic Club ACASA Amsterdam Centre for Ancient Studies and Archaeology ACCESS Amsterdam Centre for Contemporary European Studies ACE Amsterdam Center for Entrepreneurship ACTA Academic Centre for Dentistry Amsterdam AEB Amsterdam Economic Board AMC-UvA Academic Medical Center, the UvA’s teaching hospital AMR AMC Medical Research BV AUAS Amsterdam University of Applied Sciences AUC Amsterdam University College AUF Amsterdam University Fund, fund used to accommodate donations to the UvA AUV Amsterdam University Association CAO NU collective labour agreement for the Dutch Universities CBHO Higher Education Appeals Board CBO Central Executive Council (comprising of the Executive Board and the deans of the faculties) Cobex Examination Appeals Board COR Central Works Council CSR Central Student Council CvB Executive Board DUO Education Executive Agency ECTS credit (European Credit Transfer System), measure of workload for a specific subject or degree programme ERC European Research Council, an EU body EU European Union, represented by the European Commission FdG Faculty of Medicine FdR Faculty of Law FEB Faculty of Economics and Business FGw Faculty of Humanities FMG Faculty of Social and Behavioural Sciences FNWI Faculty of Science FOM Fundamental Research on Matter, a part of NWO FTE full time equivalent, full-time job Joint Meeting Joint Meeting of the COR and CSR, within the meaning of Article 9.30a of the WHW HBO higher professional education ICT Information and communication technology IXA Innovation Exchange Amsterdam, collaborating Technology Transfer Bureaus in Amsterdam KNAW Royal Netherlands Academy of Arts and Sciences KPI key performance (or progress) indicator LERU League of European Research Universities LSVb National Student Union NSE National Student Survey NVAO Accreditation Organisation of the Netherlands and Flanders NWO Netherlands Organisation for Scientific Research OBP Support and management staff OCW Ministry of Education, Culture and Science OECD Organisation for Economic Co-operation and Development 18 annual report 2016 | university of amsterdam

QS Quacquarelli Symonds (publisher of the QS World Universities Ranking) RCHO Review Committee for Higher Education and Research REC Roeterseiland Campus, our campus on the Roetersstraat RVO Netherlands Enterprise Agency (formerly Agentschap.NL) RvT Supervisory Board SEO Economic Research Foundation THES Times Higher Education Supplement (publisher of the THES Universities Ranking) THK Faculty of Dentistry (ACTA) U21 Universitas 21, international network of research universities UB University Library UCLO University Local Consultative Committee UvA University of Amsterdam VSNU Association of Universities in the Netherlands VU VU University Amsterdam VUmc VU medical centre, VU University Amsterdam’s teaching hospital VWO pre-university secondary education WHW The Dutch Higher Education and Research Act WNT Senior Officials in the Public and Semi-Public Sector (Standards for Remuneration) Act WO higher education at research universities WO Monitor survey conducted amongst graduated Master’s students at WO institutions WP academic staff annual report 2016 | university of amsterdam 19 20 annual report 2016 | university of amsterdam

UvA organisational chart

Internal structure

Minister of Education, Culture and Science

Supervisory Board

Executive Board Audit

Faculties Executive staff Service units

Humanities Policy departments Administration Centre AUAS

Law Operational Management ICT Services AUAS Ofﬁce AMC-UvA Medicine Facility Services AUAS Ofﬁce of the Rector VU University Dentistry University Library AUAS Amsterdam Economics and Business Student Services

Science Communications Ofﬁce Occupational Health, Safety Social and Behavioural Interfaculty institutions and Environmental Servic AMC-UvA Sciences University of Amsterdam Student Health Services Institute for Advanced Study Real Estate Development AUAS Institute for Logic, Language and Computation Technology Transfer Ofﬁce IXA VU University Amsterdam University College Alumni Relations and Amsterdam University Fund

Group structure

University of Amsterdam

Private companies Limited partnerships Foundations UvA Holding BV Exploitatiemaatschappij BG4 Duitsland Instituut VU University Amsterdam Amsterdam ACTA Holding BV (55%) Exploitatiemaatschappij Le Coin SEO Economisch Onderzoek

Sportexploitatiemaatschappij University Sports Centre Exploitatie Gastenverblijven Folia Civitatis

5 january 8 january

Official opening of the Green Office; an The UvA’s 384th Dies Natalis is officially initiative by Facility Services and Students opened by Dymph van den Boom; Henkjan for Sustainability Amsterdam aimed at Honing gives his Dies speech Een aap met 2016promoting sustainability within the UvA maatgevoel (A monkeyjanuary with a sense of rhythm) annual report 2016 | university of amsterdam 21

1. Administration

Administrative structure The University of Amsterdam (UvA) is a legal entity under public law pursuant to Section 1.8, second paragraph, in conjunction with Annex 1(a) of the Dutch Higher Education and Research Act (WHW). The UvA engages in the statutory duties of a university, including academic teaching and research, transferring knowledge to society and building awareness of social responsibility, and is a recognised institution for the general advancement of the public. The UvA’s administrative structure is laid down in the WHW and in its own Management and Administration Regulations, and also conforms to the Good Governance Code for Universities drawn up by the Association of Universities in the Netherlands. The UvA is directed by an Executive Board (CvB), appointed by the Supervisory Board (RvT). The Supervisory Board members are appointed by the Minister of Education, Culture and Science. A student assessor was appointed to the Executive Board on 1 September 2015 in consultation with the Central Student Council (CSR). The joint UvA-AUAS Executive Board (still in place in 2016) was first introduced in the autumn of 2003. This union was the reason that a five-member Board was permitted, deviating from the WHW. Education and research activities take place at seven faculties, each of which is headed by a dean appointed by the Executive Board. Faculty activities are organised in colleges (Bachelor’s programmes), graduate schools (Master’s programmes) and research institutes. Academic and support staff are organised in departments and capacity groups (also known as faculty offices), respectively, and are hired by the colleges, schools and institutes. In the Central Executive Council, where consultations between the Executive Board and the deans take place, cooperation between the Executive Board and the deans has the highest priority. All major strategic and policy questions are discussed in the Executive Council prior to the Executive Board’s decisions on such matters. Participation in decision-making is structured on the basis of Article 9.30, paragraph 1 under point a of the WHW. This means that student councils and works councils have been established at both faculty and central level. The central councils (CSR and COR) are made up of both faculty council delegates and directly elected members. These bodies not only have the right to be consulted on various topics, but in some instances also have the right of approval. The Joint Meeting of the COR and CSR has had right of approval over key aspects of the budget since the spring of 2015. In 2016, the Joint Meeting was requested to grant approval for: • the budget allocation model for the 2016 budget; • the 2016 framework letter based on this model; • the resulting 2016 budget book.

8 january 11 january

Computer scientist Shih-Fu Chang and Eddie Brummelman (Educational epigeneticist Andrew Feinberg receive a UvA Sciences) receives a Rubicon grant honorary doctorate; FNWI professor Bas de from NWO januaryBruin is voted Lecturer of the Year 22 annual report 2016 | university of amsterdam

Partnerships The Academic Medical Center (AMC-UvA) is the teaching hospital affiliated with the UvA. The AMC-UvA is a legal entity under public law pursuant to Section 1.13 of the Dutch Higher Education and Research Act (WHW) and publishes its own annual report. The Joint Meeting of the Executive Boards of the UvA and AMC-UvA is a joint policy-making body as referred to in Section 12.20 of the WHW, bound by joint regulations laying down rules for the joint administration of medical teaching and research by the two institutions. Under an agreement between the UvA and AMC-UvA, the latter is designated as the joint executive body as referred to in Section 12.22 of the WHW. The agreement further provides that the dean of the Faculty of Medicine is also the chair of the Board of the AMC-UvA and will act as dean within the context of the Executive Board. Finally, the agreement determines the powers he or she is authorised to exercise on behalf of the Executive Board. Academic medical teaching and research activities are periodically coordinated in a joint policy document (a covenant) agreed between the UvA and AMC-UvA. The Academic Centre for Dentistry in Amsterdam (ACTA) brings together the respective faculties of dentistry of the UvA and VU University Amsterdam. Teaching, research and patient care activities at both faculties are fully integrated and directed by a single dean. ACTA was established as an unincorporated joint venture of which the UvA bears 55% of the costs and VU University Amsterdam 45%, in line with the student enrolment quotas imposed for each institution. Amsterdam University College (AUC) provides the joint liberal arts programme offered by the UvA and VU University Amsterdam under the supervision of a single dean. The UvA has accommodated this programme within the Faculty of Science. AUC has also been established as an unincorporated joint venture of which the UvA and VU University Amsterdam each bear 50% of the costs – again, in line with statutory entry quotas. The UvA clusters its non-statutory activities and spin-offs in fields like applied research within group companies that are not government funded (in accordance with Ministry of Education, Culture and Science policies as established in the Clarity Memorandum). This group structure is directed mainly through intermediation of the University’s wholly owned subsidiary, UvA Holding BV, of which Amsterdam University Press and the two employment agencies affiliated with the UvA are also part. The annual report contains a diagram outlining the group structure. This diagram shows which affiliated parties are part of the consolidation base for the annual statement of accounts.

Board changes The joint UvA/AUAS Executive Board was almost entirely renewed over the course of 2016. Following the resignation of Louise Gunning-Schepers in April 2015, Dymph van den Boom served as acting president. Her tenure was originally meant to end in the autumn of 2015, but was extended until the vacancies for president and Rector Magnificus had been filled. This involved a new procedure based around consultations between the UvA’s CSR and COR, the AUAS’ Central Representative Advisory Council (CMR), the deans of the UvA and AUAS and the Supervisory Boards. The appointment committees included two student members and two lecturers from the UvA and AUAS. Geert ten Dam, professor of Educational Sciences with a special focus on individual, social and cultural differences in the area of learning and instruction, took up the position of president effective 1 June 2016. Karen Maex, who had previously served as dean of the Faculty of Science and

19 january 22 january

Louise Gunning, former Executive Board Julia van Weert, professor of Health president and University Professor of Communication, officially opens the Health and Society, is appointed chair of Amsterdam Center for Health the Dutch National Research Agenda Communication january annual report 2016 | university of amsterdam 23

professor of Nanomaterials and nano-electronics, was simultaneously appointed as the new Rector Magnificus. In February, the UvA and AUAS concluded that their joint management structure was failing to achieve sufficient added value when offset against the required administrative burden. Nico Moolenaar was subsequently appointed ad interim Executive Board member, with a special focus on AUAS finances and accommodations. Hans Amman decided to step down towards the end of 2016. Kees van Ast was announced as his ad interim successor in December, and took up the new position in January 2017. The end date for the student assessor pilot project was extended from 1 September 2016 to 31 December 2016, and the sitting student assessor, Lianne Schmidt, proved willing to extend her term by four months. This enabled the new CSR to evaluate the position. The results of this evaluation were then incorporated in the job profile. The CSR was also involved in the application process. Following a positive assessment of the new position and pilot project by the CSR, Linda van Exter was hired as new student assessor on 23 December, taking up her duties on 2 January 2017. Three new members joined the Supervisory Board on 26 August: Marise Voskens (chair), Rob Becker and Pauline Meurs. This took place in the wake of the Supervisory Board’s decision to step down on 10 June. Gerard Mols, the member appointed following a recommendation by the representative advisory bodies, was the only member of the previous Board to stay on the request of the representative advisory bodies. New deans were also appointed to five of the seven faculties over the course of 2016. Calluna Euving was appointed UvA Secretary General of the UvA in early 2016.

Ten-point plan The 2015 annual report provides detailed information on the ten-point plan prepared by the Executive Board in March 2015 in response to the student protests, and subsequent consultations with the representative advisory bodies and action groups. The Executive Board periodically updated the Dutch Education Inspectorate on its progress in implementing the ten points. A detailed update was published on the UvA website in March 2017. Amongst other aspects, the update focused on efforts to strengthen participation in decision-making, increase general and financial transparency, the allocation model review process, consultations on the construction of a new university library and the decision to prepare a new HR agenda and the issues addressed therein. As a part of the agreements, three external research committees were to be established by the representative advisory bodies and action groups which would then be paid for and facilitated by the Executive Board. All three committees were established in the autumn of 2015, and all reported to the academic community over the course of 2016. The Research Committee on Finances and Accommodations, headed by auditor Hendrik van Moorsel, published an extensive report entitled Bouwen aan Wetenschap (Building for Science and Scholarship) on 24 June. The report is based on numerous interviews and the assessment of an impressive amount of documents on financial and accommodations policies in the 2006-2015 period and prior. A quote from the overall conclusions: ‘The current financial position can be summarised as “healthy, with some key points requiring attention”. The University charted a responsible course over the period under assessment, making significant strides in terms of operational management professionalisation, while simultaneously developing a highly ambitious accommodations plan. However, effective communication is still often lacking.’

28 january

UvA researcher Dora Matzke is named Rising Star 2015 by the Association for januaryPsychological Science 24 annual report 2016 | university of amsterdam

Central Student Council: the year in review

The Central Student Council (CSR) spent most of 2016 focused on reform efforts in response to the previous year’s protests and demonstrations. The three research committees on Finances and Accommodations, Decentralisation and Democratisation and Diversity published their respective reports. UvA staff and students were offered an opportunity to share their views on university values, governance models and democratisation over the course of a broadly- oriented consultation. The reports and outcomes of this consultation offer a wealth of information which the UvA can apply to achieve the requested reforms at various levels, both now and in the years to come.

The first part of 2016 saw the CSR engage in constructive collaborations with the Executive Board, as the parties worked to innovate the budget process at institutional and faculty level, establish quiet areas and increase the number of study places. Unfortunately, administrative turmoil – concerning the administrative collaboration between the UvA and AUAS which also involved the central representative advisory council – flared up once again. The majority of Supervisory Board members eventually stepped down, once it became clear that mutual trust between the Supervisory Board and CSR had declined to a point of no return. This step, coupled with the appointment of new Executive Board members, helped to restore calm. The administrative collaboration between the UvA and AUAS was evaluated in the summer, resulting in the decision to segregate these activities.

As a result, the second half of 2016 was spent on the elaboration of this decision, with a specific focus on the service units. Ensuring stability was key, in the wake of the past two turbulent years. Over the course of the budget approval procedure, the representative advisory bodies were faced with new unrest regarding collaboration between the science faculties of UvA and VU University Amsterdam. This took up most of the CSR’s attention until the end of 2016. Thankfully, the second half of the year also offered opportunities for substantive collaboration between the Executive Board and Central Student Council in areas such as diversity policy development, implementation of the vision on teaching and learning and reform of the Lecturer of the Year Award process.

Lianne Hooijmans, vice-chair of the Central Student Council, 2016-2017

29 january

Matthijs van Nieuwkerk, Jet Bussemaker and Dymph van den Boom officially open the second edition of the DWDD Pop-Up januariMuseum in the Allard Pierson Museum february annual report 2016 | university of amsterdam 25

The Executive Board has provided detailed responses to the points requiring attention at the request of the Supervisory Board and Dutch Education Inspectorate, specifying how these aspects will be incorporated into future policies. The Diversity Committee headed by Gloria Wekker (professor of Gender and Ethnicity in Utrecht), issued its report entitled Let’s Do Diversity on 12 October. The report features recommendations aimed at ensuring that well-considered diversity policies are more visibly enshrined in the UvA’s education and research. The aim is to identify and eliminate conscious and unconscious mechanisms of social exclusion that can hamper diversity. Publication of the report sparked active debate. The Executive Board subsequently announced it would be appointing the recommended diversity officer, and preparing a work plan for the new diversity policy. The profile for this diversity officer has since been prepared and discussed with the representative advisory bodies. The Executive Board hopes to finalise the appointment before the summer of 2017. A diversity network will also be established in collaboration with staff members from the various faculties. The UvA is also part of the The Future is Diversity Task Force, an alliance between VU University Amsterdam, Leiden University and Erasmus University Rotterdam. The Decentralisation and Democratisation (D&D) Committee headed by former LSVb chair Lisa Westerveld, issued its Een Universiteit van Waarde(n) report on 25 October, outlining a large number of proposals for improvement of the UvA’s governance model and its more effective performance at all organisational levels. The report was based on interviews conducted in many layers of the organisation and assessments of the Executive Board and representative advisory councils’ performance at both central and faculty level. The Committee then submitted the key aspects of these proposals to staff and students by means of UvA-wide referendum. This concerned the establishment of a deliberative senate similar to those at many other international universities, the preparation of a Charter or manifest outlining the UvA’s shared values, and a series of adjustments to UvA and faculty-level procedures for management and participation in decision-making. A total of 6,665 respondents completed the entire questionnaire. The response rate was 12% of all students, and 38% of all employees. In summary, the consultation showed that many respondents would support a ‘new-style Senate’ and Charter. As regards the desired governance model, staff and students gave varied responses. There was no clear majority for any of the four governance models presented by the Committee. The Board regards the presentation of the questionnaire results on 25 January 2017 as the completion of the independent committees’ work. The Board will apply these results to further strengthen the representative advisory councils and improve the effectiveness of their working relationship. Efforts are being made to increase students and employees’ level of involvement, establish an interactive policy website in order to obtain feedback from staff and students, strengthen the Boards of Studies and encourage greater academic leadership. A working group has since been established in order to prepare for decision-making on the establishment of a Senate and Charter. The Executive Board will be making the rounds of the various faculties in order to discuss the committee’s findings and referendum results, while developing an improved governance model that may vary somewhat from faculty to faculty.

Unbundling the UvA and AUAS Since 1998, the UvA and the Amsterdam University of Applied Sciences (AUAS) have been working together closely to offer students in Amsterdam a targeted and differentiated range of higher education degree programmes. From 2003 onwards, this collaboration took the form of a joint Executive Board and joint meetings between the two Supervisory Boards. The alliance was also continued in the wake of the House of Representatives decision not to abolish the binary nature of the higher education system despite its ambitions to do so towards the end of the previous century.

3 february 4 february

Five UvA researchers receive an ERC Consolidator Grant: Professor Age Smilde of the sociologist Don Weenink, philosopher Franz Berto, political SILS receives a 1.4 million euro scientist Marieke de Goede, physician Esther Lutgens and NWO Technology Area grant januari februarycommunications scientist Jochen Peter 26 annual report 2016 | university of amsterdam

The perceived complexity of this joint governance system prompted a study in the spring of 2016, aimed at determining whether the joint Executive Board still offered added value to the UvA and AUAS. This study was conducted over the course of the summer by Bureau Berenschot, and supervised by a committee including deans and representative advisory bodies of both institutions and a director. Berenschot concluded that the results of the administrative collaboration had failed to meet initial expectations. Naturally, this was not unrelated to external developments such as adjustments to government policies that made it impossible to achieve initial targets. However, the study also concluded that different decisions by the UvA and AUAS might have allowed for these initial targets to be achieved. In general terms, Berenschot deemed the outcomes of the research and education collaboration to be meagre, and concluded that they might well have been achieved without the cooperation agreement. With the exception of the health domain, no efforts had been made to manage on the basis of administrative collaboration since 2005, as the parties sought out alliances with other partners such as VU University Amsterdam. The Berenschot report was one of the factors underlying the Executive Board’s decision to terminate the joint Executive Board system. Although this decision in itself should be relatively straightforward, the UvA and AUAS did establish strong collaborative ties between a large portion of their shared service units in the period between 2003 and 2016, especially after 2009. Despite being legally separated, the units are under joint management and share expertise and logistical and IT systems. The faculties of both institutions indicated that the existing gains in terms of costs, operational security, knowledge sharing and joint investments were too valuable to simply write off. A Deloitte study on the shared service units prompted the Executive Board to conclude that the following UvA and AUAS units wish to continue their collaboration on the basis of – yet to be prepared – implementation plans: Administration Centre (AC), ICT Services, Facility Services (FS) and the University Library. Furthermore, the AUAS would like to keep making use of various smaller UvA service units such as the Knowledge Transfer Office. The overall decision-making package was approved by the Joint Meeting and Supervisory Board in February 2017, after which the joint Executive Board was terminated effective 1 March 2017. The Executive Board of the UvA has since consisted of Geert ten Dam (president), Karen Maex (Rector Magnificus and vice-president) and Kees van Ast (ad interim member).

Collaboration with VU University Amsterdam The UvA is engaged in various substantive collaborations with VU University Amsterdam researchers and lecturers. Amsterdam is home to the UvA and VU University Amsterdam, their respective teaching hospitals, various NWO and KNAW institutions and medical institutes such as the NKI and Sanquin Blood Supply Foundation, making it the Netherlands’ leading city for science and scholarship. The collaboration within this Amsterdam Academic Alliance was a key component of the 2012 profile and performance agreements with the Ministry of Education, Culture and Science. According to the final recommendations issued by the Review Committee for Higher Education and Research (charged with assessing the results) ‘collaboration with VU University Amsterdam within the framework of the Amsterdam Academic Alliance has intensified, yielding concrete results in terms of education, research and knowledge valorisation’. In administrative terms, discussions focused on ensuring optimal accommodations for both institutions’ science faculty units and SRON. Solid progress was also made in terms of cooperation within the Innovation Exchange Amsterdam (IXA), the joint valorisation support structure developed by the UvA, VU University Amsterdam, VUmc and AUAS.

5 february

Carmen Lie-Lahuerta, lecturer in Spanish Language and Culture, receives an award from SURFnet in recognition februaryof her Klinkermikken app annual report 2016 | university of amsterdam 27

The AMC-UvA and VUmc have since continued the development of their alliance, which was first mooted in 2011. The underlying reasons and ambitions for the administrative merger are mainly rooted in patient care and research. Greater efficiency will be crucial if the growing demand for complex and costly care is to be met in future, especially in view of increasingly tight constraints and ever higher quality standards. A concentration of highly complex care with low volumes will yield quality improvements and the round-the-clock availability of specialised referrals, specialised clinical care and acute care. In terms of research, the Alliance will enable the more efficient use of expensive infrastructure and specialist staff. Finally, the combined scope of the AMC-UvA and VUmc yields far greater international appeal than the two institutions could ever achieve on their own. Greater efficiency – the results of which can be invested in cutting edge research – will enable Amsterdam to compete with leading European (and, in some cases, global) medical research institutions. A full palette of degree programmes will remain available. In medical terms, the alliance between AMC-UvA and VUmc now includes partnerships in various sub-fields. Key themes include woman and child, oncology, cardiovascular diseases, neurosciences, trauma surgery and medical laboratory specialisms as well as the corresponding collaborations in the area of research and training. In administrative-legal terms, the Alliance will require the approval of the Netherlands Authority for Consumers and Markets (ACM) and Dutch Healthcare Authority (NZa). The NZa approved the Alliance in mid-2016. In late 2016, the ACM concluded that the hospitals would have to apply for permits in order to carry out the proposed merger. Although research and education does not involve any competition issues, the ACM takes the position that the aspect of hospital care will require further assessment. The merger concerns two of the eight Dutch teaching hospitals, thus representing a considerable proportion of highly complex hospital care. The permit application will be submitted over the course of 2017. The administrative merger may affect the joint policy-making body, the collaborative framework on the basis of Article 12.20 of the WHW underlying the UvA and AMC-UvA’s management of medical education and research activities. The current framework was written to reflect a situation in which the dean also serves as chair of the AMC-UvA Board.

Executive staff remuneration and expense claims UvA executive staff and members of supervisory bodies receive remunerations or reimbursements on the basis of the Executives’ Pay (Standards) Act (WNT). They are not entitled to bonuses, supplements, other performance-based remunerations or taxable reimbursements for expenses. While some executive staff have employment contracts with the UvA, others are employed by the AUAS. All executive staff are remunerated through the joint UvA-AUAS account. The Annual Statement of Accounts sets out the remuneration limit for executive staff, as a part of the WNT specification. Executive staff are subject to the Regulations on Expenses Reimbursement, travel expenses and facilities for Executive Board members adopted by the Supervisory Board in December 2015. Over the year 2016, the Board members submitted a total of €75,269 in expense claims to the UvA and the AUAS. The statement was prepared in accordance with agreements reached by the universities within the framework of the VSNU and submitted to the Minister of Education, Culture and Science. It covers: • reimbursements for expenses and services claimed by executive staff; • credit card expenditures accrued using cards charged to the university, insofar as executive staff have access to such cards in their own name;

15 february 16 february

Nine UvA scientists receive a Marie The Faculty of Economics and Business Curie Fellowship, representing an obtains international accreditation from the amount of 180,000 euros each Association to Advance Collegiate Schools february of Business 28 annual report 2016 | university of amsterdam

Expense claims Executive Board in euros

PROF. D.C. VAN DEN BOOM PROF. G.T.M. TEN DAM PROF. K.I.J. MAEX Chargeable to UvA AUAS UvA AUAS UvA AUAS Representation expenses 909 - 1,531 - 1,384 - of which fixed expense reimbursement 750 - 1,050 - 1,050 - National travel expenses 6,805 - 2,556 - 4,376 - International travel expenses - - - - 2,721 - Other costs ------Total 7,714 - 4,087 - 8,481 -

Expense claims Executive Board in euros

PROF. H.M. AMMAN PROF. H.M. DE JONG MR. N.R. MOOLENAAR Chargeable to UvA AUAS UvA AUAS UvA AUAS Representation expenses 610 2,189 362 1,800 203 - of which fixed expense reimbursement - 1,800 - 1,800 - - National travel expenses 247 31,898 148 11,821 55 4,953 International travel expenses - 178 - 524 - - Other costs ------Total 857 34,264 510 14,145 258 4,953

• national and international travel and accommodation expenses for business trips made on behalf of the UvA or the AUAS; • fixed expense reimbursements received by the executive staff members. If the reimbursement relates to more than one person, the amount will be allocated on a proportional basis. The ‘national travel expenses’ item relates to kilometre allowances, car rental costs and train travel costs. The ‘international travel expenses’ item was only used to justify work visits within Europe, and the Rector Magnificus’ participation in the 13th Annual Meeting of Science and Technology in Society, held in Kyoto in early October.

18 february 23 february

The UvA renews its covenant with the Freek de Jonge kicks off his series UAF refugee foundation; the foundation of public lectures entitled Mijn supervises refugee students with higher koude oorlog (My Cold War) at the education qualifications Rijksmuseumfebruary auditorium annual report 2016 | university of amsterdam 29

25 february

The Computer Science assessment committee concludes that the UvA and VU University Amsterdam have the potential to jointly establish ‘one of the world’s leading februarycomputer science institutes’ 30 annual report 2016 | university of amsterdam

Development of Bachelor's study success rates

Study success rates at Bachelor's programmes after 4 years (all students)

The graph shows the percentage of 100% students per cohort who, after four 90% years, had obtained their Bachelor's 80% degree, had dropped out or were still enrolled. 70% 60% 50% 40% 30% 20% 10% 0% 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 dropped out still enrolled who obtained diploma after 4 years

Study success rates at Bachelor's programmes after 4 years (definition applied in performance agreements)

Dropouts and transfers in first year

The graph shows the percentage of 35% ﬁrst-year students to have dropped 30% out by the end of the year (from a 25% UvA programme) or transferred to 20% another degree programme. 15% 10% 5% 0% 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 Transfer Dropout

29 february

Barbara Baarsma, professor of Market Forces and Competition Issues, resigns as director of the SEO and takes up a new position as director of februaryKnowledge Development at Rabobank annual report 2016 | university of amsterdam 31

2. Education

Study success Academic education has been subject to more stringent requirements from broader society over the past ten years. Quality standards have been introduced and tightened, initially at individual degree programme level and subsequently at institutional level. Requirements have been introduced with regard to researchers’ teaching qualifications. Student intake has become more diverse and international, and positioning the University has become more important. Education is now expected to be relevant and result-oriented, in addition to providing academic and personal development opportunities. All these developments took place within the context of a budget that failed to keep pace with educational demand. In political terms, the emphasis had been on reducing dropout rates and study completion delays since the publication of Minister Plasterk’s Het Hoogste Goed (The Greatest Good) memorandum in 2007. Universities were requested to reach performance agreements with the Minister over the 2012-2015 period, under penalty of budget cuts. The previous annual report describes the UvA’s measures to this end in extensive detail. In the autumn of 2016, the Review Committee for Higher Education and Research deemed the UvA’s results in all areas to be in accordance with agreements, and that assessment was subsequently accepted by the Minister. According to the performance agreements, the UvA was expected to increase the average percentage of Bachelor’s students that graduate with a study delay of no more than one year from 61% to 70% (measured over the number of pre-university pupils to re-enrol after the first year). The university was also expected to do so without any increase in first-year dropout rates. Although these targets were successfully met, the effort to achieve further improvements as envisaged in the Strategic Plan for 2015-2020 stagnated over the course of 2016. Having diligently adhered to the study success agenda since 2007, this might be indicative of the faculties’ desire to shift the emphasis to other aspects of educational quality, such as feedback or blended learning. The resulting effects in terms of study progress may become visible at a later stage. However, 2016 did mark the first year in which more than 50% of the total student intake from four years prior obtained their Bachelor’s degrees. The UvA views students as the managers of their own academic progress and future, and was thus willing to take part in the flexible learning pilot project (whereby tuition fees are paid per individual course) initiated by the Ministry of Education, Culture and Science in 2017 in response to an initiative by the National Student Union (LSVb). In order for a degree programme to be feasible, however, it should be possible for the majority of students, who don’t have too many other activities, to complete their studies with a delay of no more than one year. In view of the stagnation of our efforts to reduce dropout rates and study completion delays, a University Committee on Education (UCO) working group was requested to evaluate twenty study success measures drawn up in 2009. Following extensive evaluations, the working group issued three key recommendations in December 2016, which the UvA will be implementing in 2017:

• a greater focus on knowledge sharing and the professionalisation of lecturers and other staff members involved in the teaching process; • greater flexibility in terms of the uniform academic calendar; • a greater focus on student engagement.

2 march 4 march

Corina Brussaard, professor by special Chemistry students Marianne Lankelma and appointment of Viral Ecology at the IBED, Tessel Bouwens win first and second prize in is named Fellow at the American Academy the Jong KNCV Posterwedstrijd competition february marchof Microbiology for their final research projects 32 annual report 2016 | university of amsterdam

Students of non-Western descent

The map on the left shows the UvA's recruitment area (ﬁrst-year Bachelor's students; source: SIS) 0.8% 6.6%

The map on the right shows the 1.1% 3.8% percentage of pupils of non- Western descent in years 3-6 of 0.3% 4.4% pre-university education (bron: 54.5% 13.7% CBS StatLine). 3.3% 3.7% 16.5% 6.4%

9.1% 6.3% 8.3% 6.0% 12.8% 14.5%

5.2% 7.0% 1.0% 4.6%

2.0% 5.4%

Distribution of pre-university intake in 2015 by ethnicity over the various sectors

The graph (based on 1 cHO) Economics shows the differences in terms of study choice between students Health of non-Western descent and Nature students from a Dutch background.

Law

Behaviour and Society

Technology

Language and Culture

Cross-sectoral

Agriculture

0% 5% 10%15% 20%

Non-Western Dutch

9 march 14 march

Shaul Shalvi of CREED publishes an Hundreds of researchers discuss art article in Nature demonstrating that conservation during the UvA Metal lying is more common in countries Soaps in Art conference at the where corruption is rife marchRijksmuseum annual report 2016 | university of amsterdam 33

Quality policy The UvA’s quality policies are based on the dual pillars of study success and quality. In early 2016 – three years after the previous successful Institutional Audit and three years before the subsequent one – an evaluation was conducted to assess the state of affairs in this area and identify the efforts made to implement the Assessment Committee’s recommendations from 2013. A project has since been launched in preparation for the Institutional Audit expected in the autumn of 2018. Key recommendations issued in the evaluation include: • updating the vision on teaching and learning (from 2011) in relation to the Strategic Plan for 2015-2020, and address any oversights in our education policy; • preparing a handbook on increasing the engagement of alumni and the professional field on behalf of the degree programmes; • expanding management information provided to the degree programmes; • improving the effectiveness of vertical management interviews and improving the monitoring (PDCA cycle) process; • updating the description of the governance model and documenting exceptions; • improving the performance of the Boards of Studies on the basis of best practices; • instructing the examinations boards to conduct a self-analysis in light of recent legislative amendments. The UvA Q project was established in view of the Institutional Audit, and aims to facilitate the development of a system of harmonised, modular teaching evaluations. UvA Q was expanded to include curriculum evaluations in mid-2016, and will be almost entirely completed in the spring of 2017 following the introduction of an evaluation tool for individual subjects (theses and work placements). UvA Q analyses can be added to the degree programmes’ existing range of quality control tools over the course of 2017. While the Minister’s plans to replace external degree programme accreditations with institutional accreditations does not yet have the full support of the employers and some political parties, the UvA has since determined how such an institutional accreditation could be established. The proposal centres around the idea of separating the ‘assessment’ and ‘improvement’ functions, which are intertwined under the current system. In procedural terms, the proposal would involve the internal assessment of – currently external – NVAO standards by the audit department, while a large portion of the internal reviews conducted every six years would be transferred to the annual PDCA cycle.

Diversity Amongst other aspects, the Diversity Committee addressed the UvA’s current degree of diversity. In 2015, a total of 488 pre-university secondary education pupils of non-Western descent received their diplomas in Amsterdam. The UvA saw a far larger number of non-Western first-year students with a pre-university diploma enrol over the same year, at a total of 811. The UvA is known to attract students from all over the Netherlands. A little over half of our students are from North Holland (including Amsterdam), while just under half are from the rest of the Netherlands. Naturally, these figures do not take account of our international student intake. Any comparison between the UvA and other universities must take account of two key factors. Firstly, the extent to which the recruitment area is non-Western. Students in the Netherlands (and Bachelor’s students in particular) tend to have a clear preference for the nearest university. Secondly, non-Western students are interested in different disciplines than the overall student population. Their level of interest in the University Colleges and the field of Language and culture is particularly lower. In national terms, 4.8% of non-Western student intake starts in a degree programme in this domain, as compared to 9.1% of the remaining intake. The UvA is a university with a large humanities faculty.

18 march

UvA researchers and students showcase their favourite works of art during the Out of the Box exhibition at the Allard Piersonmuseum march and Artis Library 34 annual report 2016 | university of amsterdam

Internationalisation in education

International student intake

The graph shows the intake (EOI) of 1600 non-Dutch students with foreign prior education. 1400

1200

1000

800

600

400

200

0 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 Bachelor’s Master’s

Percentage of international intake

The graph shows the percentage of 70% non-Dutch students in the 2016 student intake (EOI) per faculty. No 60% data is available on the number of international PhD candidates at the 50% AMC-UvA. 40%

30%

20%

10%

0% UvA FGwFdR FdGTHK FNWI FEBFMG AUC Bachelor’s Master’s Doctoral candidates

The map shows the destinations chosen by some 4,300 UvA students for their course component abroad in 2011-2015. New York, Berlin and Paris were the three most popular destinations.

21 march 22 march

UvA start-up Confocal.nl introduces the The QS World University world’s first microscope with plug-and-play Rankings ranks the UvA as the functionality; the new product was co- highest scoring Dutch university in developed by professormarch Erik Manders eleven disciplines annual report 2016 | university of amsterdam 35

If we make a model-based assumption that these two factors are independent and therefore that there are no regional differences in terms of students’ interest in the various disciplines, and no differences between non-Western and other students in terms of their university of choice, then we could calculate that 11.8% of the UvA’s 2015 pre-university pupil intake would have consisted of non-Western students. In reality, 14.2% of pre-university intake in 2015 consisted of pupils of non-Western descent. Although the UvA thus performs about 20% better than was to be expected on the basis of this calculation of ‘natural shares’, all Dutch universities will have to devote greater attention to the intake and transfer rates of non-Western students. The same applies to the intake and transfer rates of students whose parents have a low level of education, also referred to as ‘first-generation students’. Although there is no exact data on this group of UvA students, we do not necessarily have any reason to assume that our institution is exempt from the trend identified by the Education Inspectorate in its 2014-2015 and 2015-2016 education reports: children with parents from less educated backgrounds are less likely to pursue a successful academic career.

Student loans and pre-investments The cutbacks to the student grant system will yield the Ministry of Education, Culture and Science cost savings from 2018 onwards. The Ministry has pledged to spend these funds on better education through the higher education institutions, with a focus on expanding the number of teaching hours. This budgetary expansion is expected to increase to 15% over time, approximately equalling the discrepancy between budgets and educational production to have arisen since the start of the century. The student organisations have received assurances that the allocation of these additional resources will be transparent, and subject to the representative advisory councils’ right of approval over the main aspects of the budget from 2016 onwards. The Ministry of Education, Culture and Science’s Strategic Agenda sets out the following potential budget allocation areas: small-scale and intensive education (≥50%), talent programmes (≤10%), education-related research (20%), study facilities and digitisation (10%), and specific measures aimed at furthering national priorities (10%). The VSNU and Ministry of Education, Culture and Science have agreed to spend €67 million per year from their own reserves in anticipation of this increase, as ‘pre-investments’ in education. As regards the UvA, this concerns an amount of €4 million per year. The UvA regards all expenditures in supplement to the normal allocation model (not funded through cutbacks to the allocation model) as pre-investments. This represents a clear delineation of agreements, and is not linked to other adjustments to the financial reserves due to operational results or the Accommodations Plan. The 2015 budget had already been adopted at the time of this agreement. Various investments in educational quality made during 2015 in supplement to the existing allocation model have been earmarked as ‘2015 pre-investments’. This concerns investments in teaching evaluations (UvA Q), digital testing and the launch of the small-scale, intensive PPLE programme (Politics, Psychology, Law and Economics). Based on a proposal by the UCO and in consultation with the representative advisory bodies, an agreement was reached for 2016 and 2017 whereby an amount of €4 million per year in supplement to the existing allocation model will be allocated to the faculties proportionate to their number of enrolled students. The UCO also issued a recommendation on the spending of these resources. Because the budget allocation process is not weighted towards the natural sciences and medicine programmes as would normally be the case, a relatively greater portion of funds will find their way to the less teaching-intensive degree programmes. In accordance with our agreement with the CSR, each faculty will be free to make its own spending choices on the basis of their most urgent priorities,

23 march 31 march

UvA chemists Albert Alberts and The temporary Staff Committee Gadi Rothenberg are awarded a submits its recommendations on Chinese patent for a new type of addressing over-flexibilisation at the marchbioplastic UvA to the Executive Board 36 annual report 2016 | university of amsterdam

Allocation of student loan pre-investments

2015 pre-investments €1,860K investments in digital testing facility at the IWO building €1,363K start-up costs of PPLE programme (Politics, Psychology, Law and Economics) €1,176K development of modular, harmonised UvA Q teaching evaluation system

2016 pre-investments, proportionally FACULTY ALLOCATED SPENT CARRIED OVER TO 2017 allocated on the basis of the number Faculty of Humanities 793 520 273 of students enrolled as at 1 October FdR 437 35 402 2015 (amounts in k€) FdT 59 59 0 FdG 329 67 262 FNWI 724 230 494 FEB 634 204 430 FMG 965 536 429 AUC 59 40 19 Total 4,000 1,691 2,309

Financial contributions to students

Contributions to students (in k€)

The graph shows ﬁnancial 6.000 contributions to students from the Proﬁling Fund and external sources. 5.000

4.000

3.000

2.000

1.000

0 2009 2010 2011 2012 2013 2014 2015 2016 US Student Loans and ISEP (-2015) Erasmus Mundus Erasmus grants Huygens and Holland Scholarship AMS Knowledge Scholarships Emergency Fund Assistance to disabled students Graduation Fund STUNT scholarships Collaboration ageements

5 april 7 april

The ERC provides a €2.5 million research Four projects in the area of ‘open and budget to three UvA researchers: Peter online education’ receive a €100,000 Schoenmakers, Albert Polman and Huib euro grant from the Ministry of Bakker aprilEducation, Culture and Science annual report 2016 | university of amsterdam 37

within the applicable frameworks and subject to the approval of the Faculty Student Council. The faculties must account for these expenditures through recognisable, separate cost centres or projects in order to demonstrate that they have been spent as agreed upon. As the table shows, these additional expenditures were not made until the latter part of 2016. Due to the time needed to ensure harmonisation with the representative advisory bodies, most faculties could not start spending until the summer period. The Faculty of Humanities applied these resources to initiate four actions: languages in transition (curricular review), the establishment of English-language Bachelor’s education, research-intensive education and the redesign of Master’s programmes. Furthermore, €50,000 has also been made available for initiatives by individual lecturers in consultation with the Works Council. The Faculty of Law has allocated a considerable portion of this budget to educational reform by means of blended learning, while another part has been earmarked for curricular reform. The Faculty of Social and Behavioural Sciences will be spending most of the funds on educational quality innovation by means of blended learning; the faculty has established four sub-projects within the domains of sociology, psychology, communication science and education sciences. The FEB will be allocating the entirety of this budget to blended learning. A Centre for Blended Learning has been established in order to provide advice, technical and staffing support and dissemination and professionalisation services in the area of blended learning. The largest portion of the budget will be used to compensate lecturers for the costs of refresher courses, the adjustment or development of materials and the actual application of blended learning. The Faculty of Science’s plans centre around three key themes: the intensification of education (including educational innovation, the training of supervisors), lecturer development (the launch of a Centre for Teaching and Learning, knowledge sharing and SKO), and student initiatives (community building, professional development, student-developed education). The Faculty of Medicine will be using the resources to provide lecturers with the ICT skills they need to apply blended learning, and serve as role models within the AMC-UvA and UvA. The AUC will be applying the resources towards the professionalisation of teaching and blended learning. ACTA has applied the entire amount towards the professionalisation of teaching. Both ACTA and AUC were entitled to these amounts on the basis of the UvA’s decentralisation policy. VU University Amsterdam has applied the resources in other, decentralised manners.

Student financial assistance The UvA provided approximately €4.2 million in financial support to its students in 2016. A portion of this amount consisted of loans to 85 American and British students covered by the US and UK, 565 Erasmus grants covered by the EU, and 79 grants from the new Holland Scholarship programme, of which half is covered by the Ministry of Education, Culture and Science. The UvA also provided approximately €1.9 million in support from its general funds in 2016, on the basis of articles 7.51 and 7.51h of the WHW (also known as the Profiling Fund). Half of this amount consisted of knowledge scholarships (Amsterdam Merit Scholarships) for 77 students from outside the EEA. The majority of other expenditures concerned the graduation fund, from which a total of 735 students received an administrative body membership grant as compensation for their participation in a student council or student association board. 96 students also received study completion delay allowances for other reasons. Approximately €10,000 were disbursed from the emergency fund in order to provide specific support to 25 individual disabled students and 10 other students.

14 april

The presentation of a 17th-century silk gown, found in a shipwreck in the Waddenzee, makes global headlines in april the spring. 38 annual report 2016 | university of amsterdam

Development of research output

Number of publications

The graph shows the number of 14,000 publications by the UvA and 12,000 AMC-UvA on the basis of the SEP 10,000 classiﬁcation. 8,000 6,000 4,000 2,000 0 2012 2013 2014 2015 2016 Popular publications Professional journals Doctoral theses Academic publications

Number of doctoral theses supervised per full professor in 2015

UvA students completed a record 1,6 number of theses in 2016. The 1,4 graph shows that each (full) 1,2 professor supervised an average of 1 one doctorate process, with considerable differences between 0,8 the faculties. 0,6 0,4 0,2 0 Faculty of FdRFdG FdTFNWIFEB FMG UvA (average) Humanities

Individual grants and awards (year of allocation, in k€)

The graph shows the NWO, KNAW 70,000 and ERC grants awarded to individual researchers, expressed in monetary 60,000 value. 50,000

40,000

30,000

20,000

10,000

0 2010 2011 2012 2013 2014 2015 2016 ERC advanced ERC Consolidator ERC Starting Spinoza KNAW Acad-hgi Vici Vidi Veni

15 april

The UvA co-founds ARIASnl, an alliance between Dutch educational institutions aimed at improving the quality of art research april annual report 2016 | university of amsterdam 39

3. Research

High profile research projects Research policy in the Netherlands is managed along two lines. On the one hand, deans hold statutory responsibility for research programming. On the other hand, programming is also dependent on the priorities set by institutions such as NWO, charities and the European Commission that accept grant proposals by individual researchers. Amongst other objectives, the Strategic Plan for 2015-2020 prioritises expansion of the number of personal grants and distinctions awarded by research councils. This includes NWO Veni, Vidi, Vici, ERC, NWO Rubicon and Open Competition, Spinoza, KNAW memberships and professors, ERC and Marie Curie grants. The European Union’s European Research Council (ERC) was established ten years ago; the first ERC grants were awarded in 2007. Over the course of this ten-year period, 89 UvA researchers received an ERC grant, out of a total of 593 grant recipients (close to €1 billion) in the Netherlands. UvA researchers received 48 Starting Grants, 18 Consolidator Grants and 23 Advanced Grants, representing amounts of €1.5 million, €2 million and €2.5 million, respectively. In addition to the internal support provided by faculties, the Innovation Exchange Amsterdam (IXA) Grant Support Team offers UvA researchers advice and supervision during the grant application process. AMC-UvA researchers get similar support from the Research Office. 2016 saw ERC Starting Grants awarded to psychologist Simon de Waal, coral reef researcher Jasper de Goeij, theoretical physicist Diego Hofman, biomedical scientist Frank Jacobs, astronomer Selma de Mink, social psychologist Disa Sauter, linguist Jakub Szymanik and pacemaker specialist Geert Boink. Ben Freivogel received a Consolidator Grant for his Quantifying Quantum Gravity Violations of Causality and the Equivalence Principle research project; Guy Geltner received one for his research on health conditions in urbanised Europe in the late Middle Ages; Christa Testerink received a grant for her study on plants’ ability to sense the presence of salt. AMC-UvA tumour researcher Gijs van den Brink also received a grant, but was forced to turn it down due to a scheduled transfer to Australia. Advanced Grants from the 2016 tranche were awarded to Merel Kindt and Eric-Jan Wagenmakers of the Psychology department and Jean-Sébastien Caux of the Institute of Physics in early 2017. A total of nine researchers received €180,000 in Marie Curie-Skłodowska grants from the EU, enabling them to gain research experience abroad. Bruno Verschuere was awarded an Ig Nobel Prize in the psychology category for his research project in which subjects were asked to be honest about their own lying behaviour.

15 april 18 april

Dean Edgar du Perron of the Faculty of Sociology student Andrea Forster Law receives the Grote Sta-penning in wins the 2016 SER Thesis Prize for recognition of his contribution to open her Master’s thesis entitled A aprildebate within the UvA Vocational Decline? 40 annual report 2016 | university of amsterdam

The UvA's international ranking

POSITION OF THE UvA IN THE RANKINGS 2012 2013 2014 2015 2016 ARWU (Shanghai) 122 123 121 120 121 QS World University Ranking 62 58 50 55 57 THE World University Ranking 83 83 77 58 63 Leiden Ranking (PP 10%) 104 103 81 68 62

Score on QS ranking

UvA score on the QS ranking, as 85 compared to other broad, classical universities in the Netherlands. 80 The QS and THES rankings both measure output and reputation. 75 The QS method emphasises the 70 breadth of the institution, while

the THES method is more focused 65 on education. 60

40 2012 2013 2014 2015 2016

UvA VU UU UL RUG RU

Score on THES ranking

UvA score on the THES ranking, as 70 compared to other broad, classical universities in the Netherlands. Delft 65 University of Technology and 60 Wageningen University, which are organised along more sectoral lines, 55 achieved roughly the same score as the UvA in this ranking. 50

40 2013 2014 2015 2016 2017 UvA VU UU UL RUG RU

20 april 22 april

UvA researcher Tesseltje de Lange demonstrates that PhD candidate Bart Vercnocke wins the Dutch finals entrepreneurs are largely admitted to the EU on the basis of Famelab, the largest international competition in of financial reasons rather than innovation in her research the area of scientific communications, on the basis of report Wezenlijk Nederlands Belang his explanation of string theory annual report 2016 | university of amsterdam 41

Four UvA researchers received a Vici grant of up to €1.5 million from NWO in 2016: • psychologist Hilde Geurts for her research on whether autism safeguards against cognitive deterioration; • biologist Filip Meysman for his research on microbial electricity: the discovery of a surprising ‘electrical biosphere’ on the sea bed; • biomedical scientist Jaap de Roode for his research on whether medicines lead to weak animals and hazardous parasites; • psychologist Eric-Jan Wagenmakers for his study on the use of new Bayesian methods in medicine and psychology. The KNAW appointed three UvA professors as new members: anthropologist Anita Hardon, political communications scientist Claes de Vreese and high energy physicist Frank Linde. NWO awarded Veni grants to 22 researchers and Vidi grants to eleven researchers over the course of 2016. The Veni grant of up to €250,000 is awarded to recent doctoral recipients, who are free to use the amount to develop their own research concepts over a three-year period. The Vidi grant is an amount of up to €800,000, which recipients may use to establish their own research group or develop a new line of research. The Strategic Plan defines organisational research skills as a key priority area, and mentions expansion of the number of faculty-led projects as a visible outcome. May 2016 saw the end of a new NWO call for the Gravitation Programme, which offers long-term ten-year subsidies for innovative lines of research. The UvA is participating in two of the six recipient programmes: Quantum Software Consortium (FNWI) and Anchoring Innovation (FGw).

Doctorate conferrals and joint doctorates The UvA saw a record number of successful doctoral defences in 2016: 546, or an average of exactly one per full professor. The major difference as compared to 2015 (478) is attributable to nearly all faculties, with the exception of the Faculty of Medicine which saw a mild decline from 216 to 208. While women represented a clear majority over the previous years, the situation was more balanced in 2016: 275 men and 271 women. The distinction cum laude was awarded in a total of 20 cases (3.7%). Approximately half of all UvA doctoral candidates (not including the AMC-UvA) are from outside of the Netherlands; the doctoral candidates at the Faculty of Medicine are largely Dutch citizens. UvA policy is aimed at ensuring that researchers spend at least part of their studies abroad. As of 2010, the joint doctorate – whereby candidates earn a Joint Doctorate from the UvA and another university – has been permitted by law. The UvA views this option as an important opportunity to help doctoral candidates gain experience abroad while contributing to the university’s international network in the relevant research areas. A total of 113 joint doctorate tracks have been initiated in collaboration with 43 different partner universities in 17 countries since the legislative changes took effect. At the time of writing, 20 of these tracks had resulted in joint doctorate conferrals (18 at the UvA, 1 at VU University Amsterdam and 1 in Strasbourg). Several faculties entered into international framework agreements in the area of joint doctorates: GrowSperm and NeuroTime (both AMC-UvA), Transglobal Health (AMC-UvA and FMG) and the EDE-EM consortium (FEB: European Doctorate in Economics – Erasmus Mundus). AMC-UvA and VUmc also concluded a framework agreement as a part of their Alliance. The AMC-UvA is currently preparing another framework agreement on clinical research entitled Methods in Research on Research (MIROR) in collaboration with various other institutions as a part of the Marie Skłodowska-Curie Actions.

29 april

Minister Koenders of Foreign Affairs discusses freedom of the press during UvA conference The Future of aprilIndependent Russian Language Media 42 annual report 2016 | university of amsterdam

Annual report by the confidential adviser for academic integrity

I. Foreword The University of Amsterdam endorses the principles of the Netherlands Code of Conduct for Scientific Practice (Association of Universities in the Netherlands, VSNU 2004, as amended 2012). In accordance with the National Model Regulations for Complaints regarding Academic Integrity, the UvA prepared its own regulations for complaints regarding academic integrity on the basis of this code of conduct in 2013. In accordance with these regulations, Prof. J.C.J.M. de Haes, emeritus professor of medical psychology at the Faculty of Medicine (AMC-UvA) has served as Confidential Adviser for Academic Integrity at the University of Amsterdam (UvA) since 1 June 2013. The confidential adviser acts as a contact person for queries and complaints regarding academic integrity, seeks to mediate or determine some other amicable solution and/or informs the complainant regarding the procedure for submitting a complaint to the Academic Integrity Committee.

II. Cases handled The UvA Confidential Adviser handled a total of 24 cases over the course of 2016. These cases concerned (assumptions regarding): i. the presentation of non-existent articles; ii. plagiarism; iii. bias during research and violations of privacy; iv. inappropriate preconditions in agreements with external research financiers; v. premature reporting of research results in the media; vi. plagiarism; vii. manipulation of research data; viii. plagiarism and public defamation; ix. sloppy research methods; x. manipulation of research plan and selective reporting; xi. failure to respect the contributions of third parties in publication and presentation; xii. plagiarism; xiii. false accusations in public; xiv. information on ethical reviews; xv. educational plagiarism; xvi. disputes between employees concerning the reporting of unreliable previously published data; xvii. the manipulation of data; xviii. plagiarism and incomplete citation of sources; xix. failure to acknowledge contributions to publications; xx. disrupted relationships resulting in disputes about positions; xxi. the publication of incorrect theoretical assumptions and failure to acknowledge the contributions of others; xxii. confidentiality breaches; xxiii. failure to recognise the contributions of others and biased presentation of knowledge during teaching activities; xxiv. plagiarism.

She provided advice on each of these matters: substantive advice in eight cases, and procedural advice in ten. She was directly involved in the proceedings in six cases. She attempted to mediate in two cases.

III. Other activities The confidential adviser also acts as a confidential adviser/ombudsman on academic integrity on behalf of the Academic Medical Center (AMC-UvA). Cases concerning research at the AMC-UvA will be reported on separately in the Center’s annual report. The confidential adviser also undertook teaching and training activities related to academic integrity. She served as a member of the UvA’s Academic Integrity Working Group and Plagiarism Working Group, and was involved in the Netherlands Network for Research Integrity (NRIN). She was also actively involved in preparations for the World Conference for Research Integrity (WCRI) held in Amsterdam in 2017, and preparations for the institution-wide study on research culture at Amsterdam-based academic institutions (ARCA).

3 may 9 may

Fenrong Liu, professor by special The Master’s track in Clinical developmental appointment of Logic, is awarded the psychology is accredited by the International Changjiang Distinguished Professorship by School Psychology Association, a first for a the Chinese Ministry of Education Dutch degree programme annual report 2016 | university of amsterdam 43

UvA Institute for Advanced Study In the summer of 2016, the Executive Board decided to establish the UvA Institute for Advanced Study (IAS) announced in the Strategic Plan. The new Institute will offer researchers a testing ground – unrestricted by the boundaries between individual disciplines – where they can work on the most complex issues and social challenges. The IAS serves as a driver of innovative, interdisciplinary research areas that build on the university’s disciplinary strengths. The institute actively contributes to the establishment of an open research community and involves leading researchers from the Netherlands and abroad in its research activities. The IAS is headed by Peter Sloot, and has opted to designate complex systems as its initial research focus area. In view of the fact that the patterns underlying complex adaptive systems play a role in many societal challenges, this emerging research area is highly suited to facilitate the transition from disciplinary research to a genuinely interdisciplinary form of research. This ‘common language’ offers an ideal opportunity to promote synergy while achieving optimal impact.

Academic integrity One way to monitor academic integrity is to exercise the right of complaint when university staff have violated or are suspected of having violated academic integrity. In order to facilitate this process, the UvA adopted the Academic Integrity Complaints Regulations and established an Academic Integrity Committee charged with reviewing complaints and issuing recommendations on their handling to the Executive Board. This committee is composed of Prof. Ernst Hirsch Ballin (professor of Human Rights) who serves as chair, and members Prof. Jonathan Soeharno (professor of Judicial Administration from a Legal- Philosophical Perspective) and Prof. Ron Peters (professor of Cardiology). The committee was assisted by secretary Ms Miek Krol (also head of Legal Affairs) and deputy secretary Ms Jeni van Arnhem-Chau (lawyer at Legal Affairs). A deputy member was occasionally appointed to replace a member of the committee. The committee provides accountability to the university in its annual report. This annual report discusses the complaints on which the committee has issues recommendations. It also contains a summary and factual presentation of these complaints and the manner in which they were handled by the committee. All cases that were deemed to be admissible by the committee and prompted recommendations to the Executive Board are featured on the VSNU website in anonymised form. http://www.uva.nl/en/research/research-at-the-uva/academic-integrity/academic-integrity.html http://www.vsnu.nl/overzicht-wetenschappelijke-integriteit.html

12 may

Satisfaction levels amongst UvA students are rising according to the NSE, with the university achieving its highest scores maysince 2010 44 annual report 2016 | university of amsterdam

Valorisation indicators 'people'

Contract teaching at the UvA (in M€)

The graph shows revenues from 25 contract teaching (non government-

funded education) for each faculty. 20 The Amsterdam Business School and ACTA Dental Education generate the 15 greatest revenues in this segment. Effective 2016, the Amsterdam Institute for Lifelong Learning in 10 Education no longer makes up part of the UvA Group, and has not been 5 included in the graph. The revenues generated by the Sports Centre are 0 also not included in the graph. 2012 2013 2014 2015 2016 ACTA Dental Education UvA Holding AUC FMG FNWI FdT FdR Faculty of Humanities FEB

Credits for entrepreneurship courses

The graph shows the number of 14,000 credits obtained by UvA students within and outside of the UvA for 12,000 subjects in the area of entrepreneurship. In 2015-2016, this concerned 10,000 courses completed by 710 students. 8,000

6,000

4,000

2,000

0 11/12 12/13 13/14 14/15 15/16 External Internal

WO Monitor: students starting their own business

The graph shows the percentage of 5% Master's students to have started their own business within one to 4% two years after graduation, based 3% on the bi-annual WO Monitor. The percentage achieved by the UvA 2% is considerably higher than the national average. 1%

0% 2009 2011 2013 2015

Self-employed UvA Self-employed NL Freelancer UvA Freelancer NL

17 may 18 may

The Spaak+ student team receives the Wege Three new professors are elected members of the Royal Prize 2016 and an amount of 15,000 dollars Netherlands Academy of Arts and Sciences (KNAW): for their concept for converting hospital anthropologist Anita Hardon, physicist Frank Linde and waste into energy and drinkingmay water communications scientist Claes de Vreese annual report 2016 | university of amsterdam 45

4. Innovation

Valorisation policies The law defines the transfer of knowledge for the public good as the university’s ‘third’ statutory duty. However, the UvA views this aspect as an integral part of its primary research and education tasks, in a two-way interaction with the demand side. This means knowledge utilisation does not take place at a separate location, but is integrated into the work carried out by the schools, colleges and research institutions. Knowledge utilisation creates synergy and conversely results in the improvement of education and research. Naturally, academic education and the education of new generations represents the university’s most important contribution to the future of our world, in terms of both economic and general value. The changing and increasingly central position of universities in today’s knowledge society has also intensified our focus on the immediate application and transfer of knowledge and importance of a lively knowledge cycle. This development is reflected in national policies in the form of a greater focus on the priority sectors, and regional alliances with the municipality and business community within the Amsterdam Economic Board. Researcher support for new partnerships and agreements with third parties has been accommodated in the Technology Transfer Office (BKT), which has maintained a close alliance with the AMC-UvA, VU University Amsterdam, VUmc and AUAS within the framework of IXA since 2014. IXA also offers support for business development, start-ups and spin-offs. The development of IXA was partly facilitated through a long-term subsidy programme by the Ministry of Economic Affairs, which is set to expire in 2018. IXA offers various valorisation workshops, explore programmes and boot camps in order to further strengthen entrepreneurship and provide support to researchers. The latter two services are provided in collaboration with the Amsterdam Center for Entrepreneurship (ACE) and ACE Venturelab. Entrepreneurship also features prominently in education, including the joint Master’s in Entrepreneurship offered in collaboration with VU University Amsterdam.

IXAnext: A Talent for Innovation IXA also initiated a new joint valorisation programme in addition to ongoing programmes and in collaboration with the municipality of Amsterdam and NWO institutions AMOLF and NIKHEF in 2016. IXAnext, A Talent for Innovation aims to lend a major impulse to entrepreneurship, innovation and valorisation. The programme aims to stimulate enterprise and entrepreneurship in research and education. Various initiatives are set to be launched within the programme framework. Firstly, innovation labs will be established at the Amsterdam Science Park and VU University Amsterdam campus. These labs will enable the universities to provide access to laboratories, scientific supervision and research facilities, offering businesses an opportunity to make use of the latest scientific expertise. In addition to investments by the knowledge institutions themselves, the municipality has earmarked €7.2 million in subsidies over the coming five years in support of the programme.

20 may

Marianne de Visser, emeritus professor of Neuromuscular Diseases, is named Knight may in the Order of the Netherlands Lion 46 annual report 2016 | university of amsterdam

Valorisation indicators ‘results’

IXA SUPPORTED VALUE CREATION FROM UvA RESEARCH 124 Screening of new ideas 63 ERC grant applications 38 Invention disclosures * of which 19 * Science and Innovation Award applications 13 IP licence contracts 1 Patent application 3 New ventures established 4 Proof-of-concept funding €174,500 Total amount of proof-of-concept funding 26 Research agreements industrial parties 37 Confidentiality agreements 65 Consortium agreements (public-private partnerships and project subsidies)

AMSIA FINALISTS 2016 AMSIA is the Amsterdam Science Marte Otten | UvA - Brain & Cognition, FMG & Innovation Award, an annual The Feeling-Thermometer: An Online Version of the Implicit Association Task to Measure People’s Evaluations award for the most innovative and Associations research-based idea with a social and/or commercial application. Mark Schuuring | AMC - Cardiology The competition is organised by Mobile Health in Patients with Congenital Heart Disease IXA, in collaboration with the municipality of Amsterdam Derk Arts | AMC - Medical Informatics the NKI and the Amsterdam MyConsent: An Online Platform that Will Revolutionize the Way Control Over Data Is Managed Science Park.

The jury reviewed a total of 64 Steven William de Taeye (Alba Torrents de la Peña) | AMC - Department of Medical Microbiology entries in 2016. Stability: The Key to an HIV Vaccine

Bram Schermers (Theo Ruers) | NKI/AvL - Surgery (winner) MaMaLoc: Magnetic Marker Localization for Breast Cancer Surgery

Arend Kolk (Hans-Gerd Janssen en Marta Mourao) | UvA - Faculty of Science HIMS A Handheld Device for the Diagnosis of Tuberculosis

Etto Eringa | VUmc - Physiology The Intelligent Fat Monitor: Keeping Track of Lean and Obese Blood Vessels at Home

Margreet Riphagen (Miriam Rasch, Lucia Dossin en Jess van Zyl) | HvA - Faculty Digital Media and Creative Industries Sausage Machine, an Experimental System Meant to Facilitate Hybrid Text Production

Hedy Folkersma (Jeroen de Mast en Roberto Dijo) | UvA/AMC - Health Care & Neurosurgery Hydrocephalus Early Advanced Diagnostics (HEAD)

Henrik Cornelisson van de Ven | UvA - Faculty of Science HIMS Reflectron Modulation Interface (ReMI) - Making the Incompatible Compatible in Analytical Chemistry

21 may

Over 100,000 books from the University Library collection are digitised with the help of the National Library of the Netherlands (KB) and Google may annual report 2016 | university of amsterdam 47

Inspired by the ACE Venture Lab, the tech incubator at Amsterdam Science Park, the Faculty of Humanities will be launching the Venture Lab Humanities pilot project from October 2016 onwards. Employees, alumni and students interested in applying their own academic knowledge and skills towards the launch of an own business can turn to the Venture Lab for the necessary support. Participants that have already started their own business can also sign up for training courses and coaching sessions, and may be eligible for temporary low-cost workspaces at the City Centre Campus. The Venture Lab Humanities was officially opened on 2 November by the Rector, Karen Maex. The opening also offered the Faculty of Humanities a platform for the preliminary round of the UvA Startup Challenge, the pitch competition for best commercial concept. The jury named Max van den Broek as the winner, based on the ERIS VU Journal for Humanities, a platform for texts written by humanities students.

Academic Proof of Concept Fund Amsterdam The municipality of Amsterdam freed up financial resources for the Academic Proof of Concept Fund Amsterdam (APCA) through IXA over the course of 2016. This fund, which is managed by IXA, offers employees and external partners of IXA-affiliated knowledge institutions the opportunity to conduct a conceptual, societal, technological and/or economic feasibility study (Proof of Concept) of their innovative idea or invention. In some cases, further development of a concept will require testing to determine the best marketing strategy. This feasibility study offers an opportunity to conduct such tests. Applications can be submitted up to a maximum of €45,000, of which the first half will be provided in the form of a loan with the applicant responsible for raising matching funds.

Amsterdam Science & Innovation Award 2016 saw the 11th edition of the Amsterdam Science & Innovation Award, presided over by an expert jury lead by University Professor Alexander Rinnooy Kan. The annual event provides a platform for new, valorisable ideas and innovations, which can then be scouted and subsequently find their way to the market and broader society. Entrepreneurship plays a key role here; in addition to meeting a need, the idea must also be implemented in practice. The competition is open to researchers and students from all Amsterdam-based knowledge institutions. In addition to the higher education institutions, NKI/AvL, Sanquin, CWI, Nikhef, AMOLF, Amsterdam Science Park and the municipality of Amsterdam also took part in the alliance. 2016 saw the first edition of the Science Meets Business programme, a matching event whereby businesses are selected on the basis of the researcher’s concept profile. This highly successful event resulted in 45 matches between 60 participants from 21 businesses and 22 researchers. The Award received a total of 64 submissions, culminating in a well-attended final with an audience of 260 visitors. The event was organised in cooperation with Startup Fest, a nationwide event for spin-offs and start-ups hosted by Startup Delta. The Amsterdam Science & Innovation Award is organised by IXA, the joint valorisation office established by VU University Amsterdam, VUmc, the AMC-UvA, UvA and AUAS.

24 may 27 may

Katrin Wiese and Renée van Amerongen of UvA researcher Marte Otten receives the the SILS are presented with the NWO Bio Amsterdam Science & Innovation Award Art & Design Award and an amount of 2016 for her app that charts the human may 25,000 in recognition of their art project subconscious 48 annual report 2016 | university of amsterdam

Valorisation indicators 'collaboration'

Development of external income in M€, UvA Group and AMC-UvA

The graph shows external revenues 2016 from education and research, 2015 including the AMC-UvA, AMR and group entities (UvA Holding, ACTA 2014 Holding, SEO). 2013 2012 0 20 40 60 80 100120 140160 180200 contract teaching NWO & EU UvA business sector UvA NWO & EU AMC charitable AMC-UvA commercial sector AMC-UvA

Scientific collaborations

The table shows the percentage SCIENTIFIC COLLABORATIONS 2013 2014 2015 2016 of all scientiﬁc UvA publications in % co-publications with other institutions 80.1% 81.4% 82.6% 83.7% the CWTS database to have been * of which international 49.8% 51.2% 52.4% 53.9% written in collaboration with non- * of which business sector 6.1% 5.7% 5.7% Unknown UvA authors (source: CWTS Leiden).

Publications for broader audiences in 2016

The graph shows the number of 400 professional and popular publications 350 (classiﬁcation in accordance with 300 VSNU deﬁnition) per faculty. These 250 are publications intended for a professional and general audience. 200 The AMC-UvA so far does not 150 register the number of popular 100 publications. 50 0 FGw FdRFdG THKFNWIFEB FMG Overige Professional journals Popular publications

Registered results, not including publications

The graph shows the number of 1000 registered research results, not 900 consisting of publications, divided 800 over various VSNU-deﬁned 700 categories. The number of registered results at the FMG is 600 signiﬁcantly lower than was the 500 case several years ago. 400 300 200 100 0 2010 2011 2012 2013 2014 2015 2016 Patent Book review Book editing Abstract Inaugural lecture Television or radio appearances

1 june 3 june

Geert ten Dam assumes her new position as Professor of Communication Science president of the Executive Board; Karen Maex Rens Vliegenthart is elected chair of the takes up her position as Rector Magnificus of Young Academy, the KNAW platform the UvA for young researchers annual report 2016 | university of amsterdam 49

Amsterdam Data Science Amsterdam Data Science (ADS) created and enjoyed a great deal of opportunities in 2016. The network organisation expanded, with new partners and alliances with industry partners. Contacts with other international knowledge institutions were also intensified. New key partners include: • Wuhan, China: ADS signed a Memorandum of Understanding with Wuhan University of Science and Technology (WUST) and Wuhan Teaching Hospitals. The parties will collaborate in the area of healthcare education and research. Various projects were identified in the field of health care and informatics research which connect Wuhan and several ADS partners. • The Delta Lab, an acronym for Deep Learning Technologies Amsterdam, will facilitate artificial intelligence collaborations between the UvA and German electronics manufacturer Bosch. Various doctoral candidates and postdocs will be working under the supervision of Arnold Smulders and Max Welling of the Informatics Institute to develop mathematical models and algorithms. The results of their research, which will be carried out both in Amsterdam and at the Bosch research centre in Renningen, should help machines learn from information and experience by analysing large quantities of camera and sensor data.

4 june 7 june

Alumna Trudie Vervoort-Jaarsma Bas Haak wins the 2016 UvA Thesis (1929-2015) donates around €4 million Prize for his medical research on the to the AUF, the largest private donation influence of intestinal flora on so far junerotavirus vaccines 50 annual report 2016 | university of amsterdam

Key ﬁgures on social policy

Number of sick days per month

Absenteeism amongst WP totalled 6,000 2.4%, with the ﬁgure for OBP at 5.5%. The graph shows the 5,000 development of absenteeism over the year, measured in the number of sick days. 4,000

3,000

2,000

1,000

0 Jan Feb Mar Apr Mei Jun Jul Aug Sep Oct Nov Dec 2016 2016 2016 2016 2016 2016 2016 2016 2016 2016 2016 2016

Support and management staff Academic staff

Women in higher wage scales

The graph shows the development 50% of women in the (approximately) 45% 10% of highest ranking positions. 40% In terms of WP, this concerns 35% approximately 300 positions in scale 15 and higher (nearly all of which 30% are professorships). In terms of OBP, 25% there are approximately 145 20% managerial and senior positions in 15% scale 13 and higher. 10% 5% 0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 FTE OBP 13+ FTE WP 15+

Remuneration (gross salary per month)

The graph shows the remuneration 9,000 ratio between men and women per 8,000 WP position for the UvA as a whole 7,000 in 2016. The average age difference 6,000 in the lecturer and senior university lecturer staff levels is 3.5 years, while 5,000 the age difference for other staff 4,000 levels is relatively minor. 3,000 2,000 1,000 0 ResearcherLecturerUniversity lecturer Senior University Full professor Lecturer Male Female

10 june

The UvA Supervisory Board decides to step down in order to make room for new members june annual report 2016 | university of amsterdam 51

5. Human resources policy

The strategic HR agenda Late 2016 saw a positive midterm review of the European HR Excellence in Research quality mark attained by the UvA in 2014 on the basis of its policy plans for academic staff. Amongst other issues, these plans concern the development of strategic human resources plans (coherent career and research policies) and the monitoring of doctoral candidates’ outflow patterns in order to gain insight into their labour market opportunities. These plans have been incorporated into the HR Agenda for 2015-2020. This HR Agenda for 2015-2020 sets out the UvA’s HR policies in accordance with the Institutional Plan for 2015-2020, and was prepared with the approval of the representative advisory bodies in late 2015. The agenda establishes the following 5 HR issues as policy priorities: • strategic personnel planning • annual consultations • career development policy • leadership development • ratio between permanent/temporary staff Our Employee Monitor is conducted every two years. As we learned in 2015, specific positions and departments experience excessive work pressure. In order to address this problem, the HR agenda now applies workloads and workload capacity as planning criteria in the development of strategic personnel planning. Annual consultations and leadership development also explicitly focus on the prevention or reduction of excessive workloads. 2016 saw the P&O department and faculties work together closely on the elaboration of three of the priorities (strategic personnel planning, annual consultations and leadership development). This process resulted in various policy memoranda which were submitted to the Works Council for approval in early 2017. The remaining two priorities will be elaborated in further detail over the course of 2017. All HR policies are based on the notion of ensuring the long-term employability of our employees: sustaining or improving their performance on the labour market in the broad sense, both within and outside of the UvA. Sustainable employability does not merely require a specific skill-set, knowledge and characteristics: the employee’s health and well-being are also crucial. Employees have individual responsibility: UvA staff members are expected to take the initiative towards continued personal development as a part of their employment relationship. The UvA is responsible for encouraging and supporting its employees in this process. The UvA’s HR policy should be regarded as talent policy in the broadest sense: we offer all our employees the room they need to develop their talents.

Social report The UvA is a public employer. Employees of the UvA fall under the Central and Local Government Personnel Act (Ambtenarenwet) and the Collective Labour Agreement for Dutch Universities (CAO NU). The UvA participates in the General Pension Fund for Public Employees (ABP). Remuneration policy is determined by the CAO NU and the University Job Classification System (UFO), which distinguishes 18 salary scales. The gross salary of the highest paid employee was 7.30 times that of the lowest paid in 2016 (on an annual basis); the highest paid executive staff member received 5.84 times as much.

13 june 20 juni

University Professor Patti Valkenburg The Amsterdam Forensic Expertise receives the Steven H. Chaffee Centre, an initiative by the UvA, Achievement Award 2016 for her research AMC-UvA and NFI, welcomes TU Delft june on young people and media as a new partner 52 annual report 2016 | university of amsterdam

Temporary appointments in teaching positions

UvA teaching staff, by appointment type

The graph shows the number of 1,400 FTEs in the staff levels of professor, university lecturer, senior university 1,200 lecturer and lecturer for the various 1,000 forms of appointment.

800

600

400

200

0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Permanent Temporary Temporary staff Seconded staff Appointed by NWO Scholarship researcher

UvA teaching staff, by appointment type

The graph shows the distribution of 100% the number of FTEs in the staff levels 90% of professor, university lecturer, 80% senior university lecturer and lecturer 70% for the various forms of appointment. 60% 50% 40% 30% 20% 10% 0% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Permanent Temporary Temporary staff Seconded staff Appointed by NWO Scholarship researcher

Temporary teaching staff, by faculty

The graph shows the distribution of 100% the number of FTEs in the staff levels 90% of professor, university lecturer, 80% senior university lecturer and lecturer 70% for the various forms of appointment and each individual faculty 60% (measurement date: end of 2016). 50% 40% 30% 20% 10% 0% FGw FdRFdT FNWI FEBFMG AUC Permanent Temporary Temporary staff Seconded staff Appointed by NWO

24 june

The Research Committee on Finances and Accommodations concludes that the UvA is ‘financially healthy, with areas for improvement’ in its final report entitled Bouwen aanjune Wetenschap (Building for Science) annual report 2016 | university of amsterdam 53

There are no variable or performance-based remunerations. In 2015, 2.04% of payroll costs comprised of supplementary benefits for staff members, including: • 0.74% individual allowances on the basis of CAO NU provisions; • 0.28% compensation for restrictions on pension accrual for higher incomes; • 0.27% on the basis of the UvA Invention Scheme; and • 0.15% expense allowances. Key aims of the UvA’s internal social policy are: • increase in the number (FTEs) of female professors to 25% by 2020; • maintain the current low level of absences due to illness (5% among support and management staff and 2% among academic staff) and the low frequency of reporting sick (more than 60% of staff do not report sick all year). The UvA has been striving to promote a higher employment rate of women in top-level positions (including chairs) for several years now. The number of female professors passed the 20% mark in 2015, but is growing at a slow pace; in other positions women’s employment rate is well on track to 50%. Absences due to illness and the frequency of absences are currently at a satisfactory level, but have seen a negative trend since 2014: a 0.7% increase amongst academic staff to a total of 2.4%, and an increase from 5.3% to 5.5% amongst support and management staff. The percentage of employees not reporting sick remained constant at 80% (academic staff) and 50% (support and management staff), respectively. Both the Employee Monitor and the Institutional Quality Assurance Audit identified work pressure as an important policy issue to be tackled in the years ahead. Work pressure is measured in terms of the difference between the experienced and the desired level of work pressure on a scale of 1 to 10. A policy memorandum on this issue was adopted in early 2014; the HR Agenda does not designate work pressure as a separate priority, but rather a component of multiple themes. Work pressure that is (or is experienced as) high is not only a social policy issue but also a risk factor for absenteeism due to illness. One factor that contributes to work pressure among researchers is the pressure to publish. Though the Executive Board emphasises the quality and impact of publications over quantity, the Standard Evaluation Protocol (SEP) and, in some cases, faculty careers policies can make quantity a real concern for individual researchers. Under the new SEP 2015-2021, drawn up under the chairmanship of the UvA’s former Rector Magnificus, the individual criterion of productivity has been removed and is now superseded by the research unit’s own individual strategy.

As a major public employer, the UvA takes an interest in low-opportunity groups. For instance, the UvA runs a programme to help academically trained refugees to gain a better foothold in the labour market. A large number of refugees from war zones, particularly Syria, Iraq and Eritrea, fled to Europe and the Netherlands in the second half of 2015. Various parts of the UvA organisation launched initiatives to provide assistance to these refugees. Our covenant with Stichting voor Vluchteling-Studenten (UAF) was renewed in February 2016. On 20 June, World Refugee Day, the UvA, AUAS and UAF organised an evening programme on the issue of refugees. The programme was the culmination of the open day for refugees – students and academics – held earlier that day. The UvA also maintains administrative-level contacts with the municipal authorities of Amsterdam, in order to ensure effective harmonisation with municipal policies.

In March 2016, the UvA introduced the Participation Act Action Plan, establishing its commitment to the goal of creating additional jobs for people with disabilities or disadvantages on the labour market. This resulted in the appointment of a project leader for participation effective July 2016. A total of 15 people from the target group were employed at UvA faculties and service units over the course of 2016. Another 62 people were employed at Facility Services through secondment by

27 june 28 june

Methodologist Claire Stevenson receives the ABC The UvA and Greenport Aalsmeer receive a Creatieve Geest Prijs 2016 for her research grant from the European Regional Development proposal, which applies mathematical models to Fund (ERDF) in order to strengthen sustainable june highlight creativity in the human brain horticulture in the region 54 annual report 2016 | university of amsterdam

Pantar. Together, this yields a total of 51 25.5-hour jobs, enabling the UvA to meet its targets for 2016. The project leader will be working with faculties and service units to further improve these figures over the coming year. A target of 121 jobs has been set for 2023.

Workforce capacity and appointment policy The UvA’s workforce capacity increased by 100 FTEs in 2016 to a total of 4,738 FTEs. Academic staff grew by 60 FTEs, with the greatest increase at the Faculty of Science (40 FTEs) and FMG (36 FTEs). The FGw and FdR, which saw their student populations decline over the past few years, experienced a minor drop in staff levels. Support staff grew by 40 FTEs. This growth is almost entirely attributable to the faculties (36 FTEs). The share of academic staff in the overall workforce remained consistent at 59%. Management of the ‘flexible shell’ had been an agenda item since the 2011-2014 Strategic Plan. The distribution between permanent appointments and other temporary and flexible forms of employment was the focus of much attention in 2016, in follow-up to the protest movements of 2015 and agreements as a part of the collective labour agreement. Effective 1 January 2015, the CAO NU features restrictions as to the maximum duration and number of consecutive temporary appointments. The maximum percentage of temporary appointments was set at 22%, and will be evaluated at the end of 2016. This agreement concerns the job categories professors, university lecturers, senior university lecturers and lecturers. Policies on this issue are currently being submitted for approval to the Central Works Council and University Committee for the Local Consultative Body (UCLO), based on the principle that provisions in the CAO NU and Work and Security Act will be adhered to in both letter and spirit, and that other constructions fall outside the scope of the faculties’ mandate. The use of temporary appointment constructions for positions subject to the collective labour agreement maximum of 22% is now being monitored on a monthly basis and communicated to the UCLO. Where the actual percentage was still slightly over 22% at year-end 2014, the figure had dropped to 20.3% by the end of 2016. The differences between individual faculties were still considerable.

UvA policies aimed at controlling the cost of payments following termination of employment The UvA bears the risk of reintegrating its unemployed (or potentially unemployed) staff members. The UvA has delegated responsibility for the integration of employees whose temporary appointments are ending to Proactief BV, through a centrally financed agreement known as Benefits Project (Project Uitkeringen). These reintegration activities are aimed at preventing unemployment benefit costs through personalised interventions. This could involve activities in the area of personal supervision and group training focused on broadening horizons and providing job application assistance, as well as support during placements and trial placements, aftercare and the coordination of such activities. The UvA strives to minimise the cost of unemployment benefits by offering employees support in their efforts to find a new job in the early stages, preferably just before the start of their unemployment. As a part of its CAO NU obligations to make re-employment efforts in the event of pending unemployment, the UvA also adopted the ‘Framework for Social Policy within Reorganisations at the UvA’ on 1 December 2008. The main aim of this document is to prevent compulsory redundancies wherever possible through, among other things, the employer and employee working together to find an alternative and suitable position for the employee concerned and strengthen their position on the labour market. This will also serve to minimise unemployment benefit costs to the greatest possible extent.

4 july 5 july

Chemistry student Thierry Slot develops Greek President Prokopis Pavlopoulos a sustainable chemical catalyst at HIMS, emphasises the importance of the Modern and publishes his results in Chemistry: A Greek programme, the only one of its kind European Journal in the Benelux region annual report 2016 | university of amsterdam 55

8 july

Mariene Swantee, Tess Sjollema, Bianca Ciuffani and Daniel Goudswaard win the Pitch Final of the minor programme in Entrepreneurship on the basis of their july entry entitled Jollipop: a range of healthy lollies 56 annual report 2016 | university of amsterdam

6. Sustainability

Sustainability at the UvA The concept of sustainable development, as elaborated some 30 years ago in the UN report entitled Our Common Future is still equally valid today: ‘(…) development that meets the needs of the present without compromising the ability of future generations to meet their own needs’. The UvA’s responsibilities in this area can be distinguished along four lines: • sustainability within degree programme offerings; • sustainability in research priority areas and chairs; • raising awareness on sustainability issues amongst all students (21st century skills) through debates, discussions, the Green Office, etc.; • introducing sustainability targets in operational management. The UvA produces graduates with specialised knowledge of sustainability issues. We offer courses and programmes on this subject throughout all phases of our programmes. Key examples include the Bachelor’s in Future Planet Studies, the minor programme in Science for Sustainability (strategies and innovations to support long-term transition), or the Master’s in International Development Studies. However, sustainability is also an integral element of the curriculum of various other degree programmes, such as the Business Administration programme.

The UvA Green Office opened its doors in 2016. The Green Office is a students’ initiative aimed at promoting sustainability at the UvA and raising awareness of the issue amongst students and employees. Green Office projects are carried out by students, and are either based on assignments from the university or initiatives by students and/or staff members. Amongst other activities in 2016, the Green Office organised various activities for the annual Sustainability Day.

A great deal of the research conducted at the UvA contributes to a more sustainable world, both in terms of social and economic sustainability issues (sustainable development) and the environment and biodiversity (environmental sciences). Due to the breadth of its research activities, the UvA is ideally equipped to study scientific and societal sustainability issues from multiple, integrated perspectives (within interdisciplinary research teams) and in collaboration with a highly diverse range of social and commercial partners. Building a future-proof UvA, Amsterdam and world is an issue that concerns the entire academic community. Education, research and valorisation are applied to build a sustainable future based around awareness and the latest scientific developments in the area of sustainability. Our education features general and specific sustainability-themed modules, frequently organised by the IIS. The UvA and the Amsterdam University of Applied Sciences have connected the themes of ‘A Sustainable Future’ and ‘The Future of Europe’ in an agenda aimed at developing solutions for urban regional economic, social, technological and logistics issues. Logistics and big data-based solutions play a particularly prominent role, and the UvA has also offered itself as a testing ground for research and concept proofing by students and staff. The UvA will run its energy operations in collaboration with urban partners, making the most of its position in the city and its expertise in the areas of law, administration and behavioural sciences.

9 july

Chemist Danny Broere and AMC-UvA biochemist Marten Hoeksema receive a Rubicon grant enabling them to gain research experience in the US july annual report 2016 | university of amsterdam 57

Amsterdam Green Campus The Amsterdam Green Campus (AGC) is a knowledge platform aimed at strengthening the green sector in North Holland and Flevoland initiated by professor Michel Haring, who also serves as chair of the board. The AGC started out as an alliance between three UvA institutions (SILS, HIMS, IBED) and IXA with InHolland University of Applied Sciences, Aeres University of Applied Sciences and intermediate vocational education institutions Wellant College and Clusius College. The initiative also receives support from the business community (Chamber of Commerce and greenports) and government bodies (through the Amsterdam Metropolitan Region’s Regional Economic Structure Platform). The AGC focuses on the training of professionals, knowledge sharing between WO, HBO and MBO institutions and knowledge exchange with the business community and government bodies. The AGC project portfolio is one of various concrete manifestations of the UvA’s valorisation agenda. 2016 saw efforts to launch, design and structure the foundation, board and organisational core. Various projects themed around Green Genetics, Green Chemistry, Green Environment and Green Food were initiated over the course of 2016, which will serve to strengthen the ornamentals industry, biodiversity, urban greening and the valorisation of waste flows in the food industry. AGC welcomed a large number of delegations in 2016, including a group of foreign ambassadors visiting the Netherlands as a part of its EU chairmanship. Amsterdam Green Campus signed the Green Capital statement in the autumn of 2016, a document establishing collaboration with provincial authorities aimed at strengthening biodiversity in the province through education and research. Early December saw a visit from a broad delegation of ecologists and engineers from the Municipality of Amsterdam as a part of the effort to share knowledge on ecology issues. In another new initiative, AGC will be working with KennisCentrum Natuur en Leefomgeving (Nature and Habitat Knowledge Centre) to green the Startup Village, which can then serve as a research environment. An R&D partnership with food processing companies in the Zaanstreek area will also be established in order to valorise waste flows (examples include the conversion of cocoa pod husks).

12 july 13 july

Four UvA astronomers (including Adam Marcel Levi announces his departure as chair of the Ingram) working as part in an international AMC-UvA board and dean of the Medicine faculty. team discover the existence of gravitational Levi will now be taking up a position as Chief julyvortexes around black holes Executive at University College London Hospitals 58 annual report 2016 | university of amsterdam

Sustainability in scientific research

Environmental science The research priority area Systems Biology, an alliance between researchers from the Swammerdam Institute for Life Sciences (SILS), Institute for Biodiversity and Ecosystem Dynamics (IBED) and a broad range of external partners facilitates research projects in the area of environmental and biodiversity issues. Researchers from the Van ’t Hoff Institute for Molecular Sciences (HIMS) conduct research on sustainable chemical technology within the framework of the academic research priority area Sustainable Chemistry.

Amsterdam Water Science is one example of the ongoing collaborations between UvA and VU University Amsterdam researchers within the Amsterdam Academic Alliance (AAA), and focuses on projects in the area of aquatic ecology, oceanography, ecohydrology, meteorology, water economics and water governance. Collaborations with institutions such as Deltares, the Directorate-General for Public Works and Water Management, Arcadis, Natuurmonumenten and Achmea play a crucial role in the further development and dissemination of research.

Sustainable development The UvA also conducts numerous research projects in the area of social and economic sustainability issues. UvA researchers from various disciplines collaborate in numerous research projects, and work with research groups from around the world. The scope of these collaborations also extends to low and middle-income countries (LIMCs), where sustainability issues often tend to have a disproportionate impact. This represents a major contribution to the scientific study of the 17 Sustainable Development Goals outlined in the United Nations’ 2030 Agenda for Sustainable Development.

Researchers from the FMG, FNWI and universities in Kenya, Burkina Faso and Germany are working together to strengthen female entrepreneurship in Kenya and Burkina Faso based on an integrated analysis of complex interactions between soil quality, food production and processing and food for vulnerable groups. Research on business models for sustainable development is also being conducted in collaboration with researchers from Sub-Saharan Africa and other partners within the framework of the research priority area Corporate Governance.

Sociologists from the FMG are working with medical staff from the AMC-UvA within the framework of the research priority area Global Health and the Amsterdam Institute for Global Health and Development (AIGHD) to develop sustainable approaches to increasingly common global diseases and health problems that cannot be treated and addressed with equal efficiency due to global labour migration and other problems.

The UvA builds systematic partnerships between researchers from various disciplines working on such global sustainability issues. A good case in point is the Centre for Sustainable Development Studies at the Amsterdam Institute for Social Science Research (AISSR), where researchers from various UvA faculties and researchers from Africa and Southeast Asia collaborate on governance issues relating to climate, fresh water, forestation and natural resources.

15 july 26 july

22 UvA researchers receive a Veni Three UvA professors are featured as part of grant from the NWO: a maximum Kijken in de ziel, a series of television portraits of €250,000 per research project by Coen Verbraak: Barbara Baarsma, Damiaan julyDenys and Robbert Dijkgraaf annual report 2016 | university of amsterdam 59

2 august

Research by Professor of Aquatic Microbiology Jef Huisman shows that cyanobacteria are more effective at adapting to harmful CO2 emissions augustusthan was previously assumed 60 annual report 2016 | university of amsterdam

Data on environmental impact

Energy consumption per student in GJ

The graph shows the actual 14 consumption of gas and electricity in gigajoules per student. In order 12 to avoid double counting, gas 10 consumption used in electricity generation has not been taken 8 into account.

Gigajoul e 6

0 2009 2010 2011 2012 2013 2014 2015 2016 Gas Electricity

CO2-equivalent in kg/student

The graph shows the CO2 equivalents 2,000 of gas, electricity and (up to end 1,800 2011) fuel oil consumption, not 1,600 corrected to account for the purchase 1,400 of green energy. 1,200 1,000 800 600 400 200 0 2009 2010 2011 2012 2013 2014 2015 2016

CO2 gas CO2 electricity CO2 oil

Waste production per student

On balance, waste production has 60 decreased in recent years, depending in part on relocation operations, 50 which generally cause a spike in 40 paper and furniture waste.

30 Kilo

0 2010 2011 2012 2013 2014 2015 2016 Waste production per student

15 august 17 august

Barbara Coolen takes up her UvA researcher Margreet van Koert position as head of SPUI25, the concludes that children around the UvA’s academic and cultural centre world acquire specific linguistic skills at the Spui establishedaugust in 2007 in a similar manner annual report 2016 | university of amsterdam 61

Environmental policies As a public institution that seeks to lead by example, the UvA has defined a number of key sustainability targets that fit with its institutional profile as a university and reflect applicable legislation and regulations and relevant costs, restrictions, discomforts and risks. The emphasis is on the responsible consumption of energy and paper, and sustainable construction and renovations. These key objectives are or will be linked to performance assessments. Key objectives are also prompted by a financial motive: sustainable working methods can also help us cut costs. Our key objectives in terms of environmental policies and operational management are as follows: • 2% annual reduction in energy consumption relative to 2005; • 3% annual reduction in the CO2 emissions equivalent from UvA buildings as from 2010; • reduction of paper consumption and waste thanks to initiatives such as the Digital Office project. Amongst other measures, the UvA achieves its energy reduction targets by improving the energy characteristics of its buildings during maintenance, renovations and new construction efforts. All renovation and new construction work is conducted so as to achieve energy efficiency levels that exceed mandatory target values by 10%. It should be pointed out that this principle cannot provide much guidance during new construction projects in the city centre, as monumental buildings are not subject to EPC requirements. However, we have formulated the ambition of an energy-neutral City Centre Campus. As part of our efforts to lead by example, the UvA strives to create a sustainable premises portfolio and ensure the sustainability of operations. The UvA strives to reduce consumption and increase sustainability in energy and materials use in its operations. Our own campuses can also serve as a testing ground for sustainable innovations. The UvA is one of the few parties in the city of Amsterdam that owns relatively large plots of land. The UvA is working with the municipality to develop an underground heat and cold storage system that will reduce CO2 emissions by the university and its urban partners. Digital working methods, both within the learning environment and as a part of our archival and conferencing activities, help to reduce paper consumption and waste production. The coming years will see increasing efforts to influence behaviour patterns in this area. In practice, student initiatives tend to serve as an effective starting point for such efforts. When reporting on our environmental footprint, we strive to recalculate figures to reflect the actual imprint per student or employee. This helps ensure that our imprint is more ‘tangible’ and comparable in the event of institutional shrinkage or growth. The UvA takes part in the annual SustainaBul sustainability benchmark for the higher education sector, organised by Studenten voor Morgen (Students for Tomorrow). Having achieved 13th place in 2015, the UvA ended up in an unlisted position outside of the top 15 in 2016. Remarkably, the UvA dropped in the ranking, despite having obtained far more of the maximum number of points: 72% reduction in CO2 in 2016 relative to 63% in 2015.

Energy efficiency As a part of the Long-Term Agreements on Energy Efficiency, the UvA has reached agreements with other higher education institutions and the government to periodically prepare an Energy Efficiency Plan and implement the measures described therein. As in previous years, the UvA managed to implement the agreed measures in 2016. The measures are aimed at achieving an energy efficiency improvement of 20% as compared to 2005 by the year 2020. The UvA measures energy efficiency on the basis of its primary energy consumption, the sum total of gas consumption and the primary energy equivalent of electricity consumption. The UvA’s primary energy consumption

20 august

UvA researchers take stock of Lowlands audience members’ gut feelings as a part of their project entitled Politics Isn’t Cool, august It’s Hot! 62 annual report 2016 | university of amsterdam

decreased by 4.9% as compared to 2005. This decline is relatively limited due to the considerable growth of our institution over this period. If we correct the figures to account for the UvA’s growth by dividing energy consumption by the number of students, it becomes clear that we have achieved major energy efficiency improvements: our primary energy consumption per student dropped by 31.2% over the 2005-2016 period. The UvA’s primary energy consumption increased by 1.1% as compared to 2015. This increase is attributable to a 3.1% rise in electricity consumption and a 4.3% decline in gas consumption. Electricity consumption increased due to a rise in both the number of warm days (days that require cooling) and cold days as compared to 2015. Gas consumption dropped despite a rise in the number of cold days as compared to 2015. It appears heating systems were applied more efficiently over the course of 2016. When corrected to account for the colder weather, (degree days correction), the amount of gas used for heating purposes decreased by 20% as compared to 2015.

The UvA is striving to reduce its CO2 emissions per student by 85% as compared to 2010 by the year 2020. Emissions in 2016 were 78.2% lower as compared to 2010 at 209 kilos per student, and 5.3% lower as compared to 2015. The greatest decline as compared to 2010 was achieved through energy efficiency measures, and – more significantly – the transition to 100% Dutch wind power in 2013. The decline in emissions as compared to 2015 is related to the drop in gas consumption. As a result of the UvA’s purchasing of Dutch wind power, the rise in electricity consumption no longer affects our CO2 emissions. The UvA is striving to make optimal use of its own potential for sustainable energy generation. As a part of this effort, solar panels were installed on the roofs of the ABS, Faculty of Science and AUC buildings in the summer of 2016. These panels, which were connected in September, have already helped us double our solar energy production from 20 MWh in 2015 to 54 MWh in 2016 over their first four active months.

Procurement As regards sustainable procurement, we are focused on achieving the following ambitions: the completion of a joint logistics hub for the UvA and AUAS that will help reduce the number of distribution trips within the city, the application of government criteria for sustainable procurement, the systematic exchange of information on sustainable procurement with other higher education institutions, and social procurement. The latter objective can be achieved by introducing standards for social return, or purchasing from social enterprises. Our key achievements in terms of meeting these targets in 2016 are as follows: • The logistics hub has been completed. As a result, shipments of printing paper and deliveries for our catering services and office supplies are bundled and jointly delivered to the UvA and AUAS buildings. We aim to encourage more suppliers to join the initiative over the course of 2017. • We concluded a transitional contract and long-term contract for domestic mail deliveries over the course of 2016. Our choice of contractor was significantly influenced by both ‘planet criteria’ (set by the government) and ‘people criteria’ (the deployment of workers with limited access to the labour market). • Our catering services were put out to tender again in 2016. The tendering procedure emphasised local and sustainable products, and we are currently engaged in post-award discussions on how to offer room for social enterprises.

22 august 25 august

A special AUAS-UvA desk welcomes Professor of Slavonic Literature and Culture international students upon arrival at Ellen Rutten organises a series of twelve lectures Amsterdam Airport Schiphol on Russia in an effort to ‘nuance the Western augustmedia narrative’ annual report 2016 | university of amsterdam 63

The Amsterdam Economic Board (AEB) will be organising a practical community for circular procurement in late 2016/ early 2017: a series of meetings with buyers from various municipalities such as Haarlem, Amsterdam, Purmerend and Almere, the province of North Holland and Amsterdam Airport Schiphol. The meetings will be supervised by Prof. Jacqueline Cramer, AEB ambassador, and should offer an inspiring platform for the exchange of ideas, experiences, pitfalls and success stories. The parties exchange information on issues such as the separation and reuse of coffee cups, smarter separation of office waste and a joint UvA-AUAS project aimed at making staff bicycles 100% circular. However, the cooperation is not limited to the exchange of knowledge. In some cases, an entrepreneur will need so-called launching customers in order to achieve innovative and experimental reuse. A single institution may not offer sufficient volume to justify the necessary investments in means of production. However, the UvA and AUAS may be able to jointly provide this volume in a regional context. Start-ups focused on circular production benefit from pitches. Together, we hope to help these fledgling companies get on their feet. Our support can make the difference for UvA and AUAS- based start-ups with a circular approach, such as Mushbin.

26 august 29 august

The new Supervisory Board The annual Introduction Week kicks off, with over commences its activities; Marise 600 volunteers and 25 events; some 3,200 new Voskens is appointed chair students receive their first introduction to the city august of Amsterdam 64 annual report 2016 | university of amsterdam

Long-term ﬁnancial trend outlook

Increase in UvA revenues with and without Medicine

The graph shows the nominal 800 4,500 increase in the UvA's non-consolidated revenues, with and without the 700 4,000 transfer of the R&E contribution and 600 government grant for the AMC-UvA 3,500 as an academic workplace. It also os 500 3,000 shows the increase in academic staff,

not including the AMC-UvA. Our 400 2,500

staff complement did not keep pace million eur with revenues as a result of wage 300 2,000 cost rises. 200 1,500

100 1,000

0 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 FdG Rest of UvA WP rest of UvA

Development of government funding and educational demand since 2002 (corrected for inflation)

The graph shows the increase in 200 terms of student numbers, education 180 demand (number of ECTS), and the 160 government-funded education and 140 research budget. The education budget has remained approximately 120 15% below actual education 100

demand since 2002, while the 2002-100 80 research budget lagged behind the 60 education budget by approx. 40%. 40 20 0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Education budget Research budget Students Educational demand

Increase in equity (UvA, non-consolidated)

The UvA's total assets remained 300 relatively stable despite spending of the Accommodations Plan reserve. 250 The ﬁgures in this graph were 200

corrected at the end of 2005-2007 os to reﬂect the adjusted valuation 150 principles introduced by the Ministry

of Education, Culture and Science in Million eur 100 2008 (RJ660). 50

0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Asbestos reserve HVP reserve Other reserves

31 august 5 september

Joris Mooij of the IvI and his team win Geert ten Dam officially opens first prize in the CRM Causal Inference the academic year with a speech Challenge 2016, in recognition of their on the democratic deficit augustresearch on the genetic properties of mice annual report 2016 | university of amsterdam 65

7. Financial report

The UvA’s financial position The UvA has recorded a gradual increase in revenue and academic staff since the beginning of the century. This can primarily be explained by the increase in student numbers (approximately 50% over the course of this period). Nevertheless there are faculties that need to reduce expenditure, especially those with declining student numbers. Both the UvA’s external revenue and the internal funding of the faculties tend to fluctuate, following a minor adjustment period, according to education demand. Regular study programmes are financed through the first flow of funds (government grant plus tuition fees). The centre graph shows the development of the first flow of funds, adjusted for contract wage increases since 2002. The teaching budget has grown visibly in step with the number of students, but has failed to keep pace with education demand (measured on the basis of the number of credits obtained). Today, the average student receives more education per year compared with the past decade, a development undoubtedly attributable to policies that have emphasised study success rates and study pace since 2007. Although funding per student has not decreased over the past decade, it lags some 15% behind education demand. The graph also shows that the first flow of funds for research (research component of the government grant) has not kept pace with the teaching budget. This major discrepancy between the teaching and research budgets and the resulting need to deploy additional staff whose duties are limited to teaching only inevitably cause friction in an academic world where teaching and research are deemed equivalent. These developments - combined with the fact that research is increasingly project-based and thus inherently temporary - played a crucial part in the growing tensions surrounding academic careers policies that eventually spilled over into the 2015 protests. At the time of the Veerman Committee (2010), the VSNU endeavoured to stem the growing divergence between teaching and research by introducing the concept of ‘capacity-based funding’. The Ministry of Education, Culture and Science, however, failed to take up the initiative. However, the graph does not show the additional tensions caused by the fact that (a) the growth of education demand does not coincide with the research agenda and (b) emphasis is increasingly shifting towards the acquisition of external, project-based research funding, resulting, among other things, in divergence between research groups with and without NWO or ERC grants. The UvA posted a positive financial group result of €12.3 million in 2016. Consolidated equity rose from €264.4 million to €276.8 million net in 2016, including a third-party share of €0.2 million, primarily representing the share of VU University Amsterdam in ACTA Holding BV. Non-consolidated equity rose from €256.6 million in 2015 to €268.6 in 2016. The solvency I ratio (equity as a percentage of the balance sheet total) increased from 35.1% to 35.90% in 2016. The solvency II ratio (equity plus provisions as a percentage of the balance sheet total) increased from 38.8% in 2015 to 40.1% in 2016. Equity, which includes the Accommodations Plan reserve, is required to realise the Accommodations Plan and to create a buffer for delayed disbursement of the government grant, fluctuations and operational setbacks, and unforeseen risks. The reserves excluding the Accommodations Plan reserve rose from €142 million at the end of 2005 to €232 million at the end of 2016. The €90 million increase in equity is the result of prudent

13 september

Eight UvA scientists receive an ERC Starting Grant: Simon van Gaal, Jasper de Goeij, Diego Hofman, Frank Jacobs, Selma de Mink, Disa septemberSauter, Jakub Szymanik and Geert Boink 66 annual report 2016 | university of amsterdam

Financial result 2016

RESULTS - AMOUNTS X € 1 MILLION 2016 RESULT 2015 BUDGET Faculties -4.4 -4.0 Service units 2.7 1.7 Central level 6.2 -4.9 Real Estate and Treasury 7.5 10.1 Non-consolidated UvA results 12.0 3.0 Results from other consolidated affiliates 0.3 - Consolidated UvA results 12.3 3.0

NORMALISED RESULTS - AMOUNTS X € 1 MILLION 2016 2015 Consolidated result according to the Annual Statement of Accounts 12.3 -8.0 Expenditures for asbestos removal 0.3 0.5 Sale of Bungehuis and Anna’s Hoeve -21.0 - Roeterseiland disposals - 1.6 Disposals of assets in connection with new catering contract 0.5 - Claim for maintenance arrears 0.5 - Proceeds from Amsterdam Science Park land lease - -1.2 Creation of reorganisation provisions minus releases 6.5 1.7 Temporary lease of classrooms and office space - 3.2 Movement in fund earmarked for local terms of employment 0.1 0.7 Lower energy costs due to fewer degree days -0.1 -0.2 Dissolution of VOF CNA -1.4 3.0 Payment of Invention Scheme funds to Euclid Vision Technologies BV - 0.9 Ineffectiveness hedge -0.1 0.7 One-off compensation for pension accrual by employees earning in excess of €100,000 0.3 0.3 euros a year*) Normalised result -2.1 3.2

*) In connection with the capping of the tax-facilitated pension accrual on income exceeding €100,000 effective 2015, agreements were reached with the employee organisations over the course of the CAO negotiations, specifying that the resulting benefits to the employer in 2015 and 2016 would be disbursed to the employees affected in the form of a one-off gross salary payment.

15 september

The ABS is accredited by the Association of MBAs, an international quality mark for Master’s in Business Administration (MBA’s). The faculty can now boast a ‘Triple Crown’ of international accreditations september(EQUIS, AACSB and AMBA) annual report 2016 | university of amsterdam 67

financial management. The increase mainly took place over the post-2008 period, after initial problems relating to the new shared services structure had been resolved. The Finance and Accommodation Research Committee, just as the Committee on Asset Management at Education Institutions (Don Committee) in the past (2009), has not answered the question whether the reserves should be at that level, higher or lower.

2016 financial result The composition of the UvA’s 2016 result is shown in the table on the opposite page. The UvA’s non-consolidated 2016 budget closed with a positive result of €3.0 million. The UvA recorded a positive, non-consolidated result of €12.0 million in 2016, which is €9.0 higher than budgeted. In 2016, total income was €21.7 higher than budgeted while total expenditure was €7.6 higher than budgeted. The higher net income of €14.1 million is offset by a negative budget variance of €2.6 million for financial income and expenses and a lower share in the result of group companies of €2.5 million. The budget variances are primarily attributable to the following factors: • A higher government grant (+ €11.3 million) mainly due to the higher reference estimate. • Higher than budgeted tuition fee income (+ €3.1 million) as a result of the higher number of enrolled students with effect from 1 October 2016 than forecast in the budget, on the one hand, and higher institutional tuition fee income than forecast in the budget. • The income from work performed for third parties was €27.3 million higher than budgeted, €1.5 million of which relates to contract teaching and €6.7 million to contract research. The 2016 actual result includes €18.1 million in other income from work performed for third parties; this item was recorded in the budget under other income, which largely accounts for the €19.7 million lower budget figure. • Staff expenses were €4.1 million lower than budgeted. The net variance comprises; - lower salary expenses (- €2.1 million); - higher expenses for external staff (+ €2.0 million); - higher net expenses due to movements in employee benefits (+ €2.4 million); - higher other staff expenses (+ €3.3 million); - a shift of €10.0 million from the item staff expenses to the item space costs and other expenses in the FdG’s accounting for the teaching and research grant funds spent. The expenses for creating a new reorganisation provision of €6.8 million are recognised under the expenses arising from movements in employee benefits. • Depreciation costs are lower than budgeted (+ €3.9 million). This is due, on the one hand, to the delayed implementation of a number of planned projects, on account of which depreciation commences later than forecast in the budget. On the other hand, disposals arising from sales and the decommissioning of assets had been included in the budget under depreciation, but are recognised under other expenses in the actual result. • Accommodation expenses were higher than budgeted (+ €8.0 million), primarily due to ACTA and FdG rental and maintenance expenses. These expenses had been recognised under other expenses in the budget. • Other expenses are €7.6 million higher than budgeted, of which €4.1 million is due to the disposals arising from sales and the decommissioning of assets stated above, while €6.7 million is attributable to the shift in the accounting item by the FdG. The 2016 government teaching and research grant for this faculty was higher than budgeted, resulting in higher other expenses in the accounting model applied. Furthermore, budget overruns were incurred on a number of other items. • Net financial income is lower than budgeted (- €2.5 million,) mainly due to higher interest expenditure.

19 september 22 september

Mayor Eberhard van der Laan and Rector Verschuere receives the Ig Nobel Prize, a parody Karen Maex officially open the IAS during version of the Nobel Prize, in recognition of his the Conference on Complexity Systems research project during which subjects were asked september to be honest about their own lying behaviour 68 annual report 2016 | university of amsterdam

23 september

Professor of Film Studies Patricia Pisters wins the Louis Hartlooper Prize for best Film Publication in recognition of her work Filming for the Future - The Work of Louis van Gasteren september annual report 2016 | university of amsterdam 69

• The share in the result of associates is €2.5 million lower than budgeted on account of the lower result of UvA Holding BV. Secondment activities have largely declined due to the UvA’s policy on temporary appointments and the change in legislation (Assessment of Employment Relationships (Deregulation) Act), while lower margins were recorded on contracts arising from tenders. The decline is expected to be structural and has been recognised as such in the 2017 budget. Each year the UvA also has non-recurring income and expenditures, which are recorded in the financial accounts under the result from ordinary activities. The statement on the opposite page has been compiled to provide an indication of the normalised consolidated operating result.

Internal policy on reserves An amount of €126.5 million of the UvA’s equity has been earmarked for faculty reserves (€69.3 million for general reserves and €57.2 million for special purpose reserves). This figure exceeds the 10% standard established in the internal Financial Management Regulations. The Executive Board adopted the Reserve Policy Memorandum at the end of 2010, which explicitly sets out the conditions under which the Executive Board intends to permit appropriation of the units’ reserves (and, by extension, a negative budgeted result). The most important conditions are a sufficient general buffer (10% of revenue), an evidently non-recurring nature of the expenditure in accordance with a purpose identified in advance, and an overarching test of the extent to which the institution’s cash flow still meets the financial policy underpinning the Accommodations Plan. This will preclude all faculties from simultaneously utilising the special purpose reserves should this conflict with the UvA’s financial targets – especially in terms of profitability and solvency. Further improvement of the UvA’s overall financial result will automatically create more leeway for the appropriation of these reserves. In light of the above, the units have been requested to specify the purposes for which they intend to use their reserves in excess of target. The result is recognised in the equity breakdown presented in the balance sheet, in which the movements realised by the units have been taken to the special purpose reserves. This policy enables the UvA to monitor the long-term operating result on the basis of the general reserves balance.

Breakdown of the result Teaching and Research recorded a financial result of €4.5 million in 2016, €11.7 higher than the budgeted result (- €7.2 million). The breakdown is as follows: • The faculties and the institutes recorded a result of - €4.4 million (against the budgeted - €4.0 million). • The shared service units recorded a result of €2.7 million (against the budgeted €1.7 million). • The Board, executive staff and central policy budgets recorded a result of - €1.8 million, in line with the budgeted result. • A budget surplus of €8.0 million was recorded at central level (whereas - €3.1 million had been budgeted).

24 september 29 september

The KNCV Chemistry Society The UvA, VU University Amsterdam and the presents Professor Jan van VUmc officially open the doors of the O|2 Lab Maarseveen with the 2016 Van Building on the Zuidas, a new facility focused septemberMarumpenning award entirely on the Human Life Sciences 70 annual report 2016 | university of amsterdam

Breakdown by faculty

Faculty income (amounts x €1 million)

The graph shows the allocation of AUC income by faculty, based on their internal budgets, to teaching and FMG research or central budgets (at FEB faculty level).

FNWI These ﬁgures and the allocation have not been audited. FdT

FdG

FdR

FGw

02030405060708090100 Allocation to teaching External income from teaching Allocation to research External income from research Unallocated income

30 september 2 october

The UvA team featuring Boas van der Putten, Tim Moolhuijsen Photographer Jeroen Oerlemans dies during a and Sezgi Iyibilir beats the Leiden University team during NTR working visit to Libya; in addition to his work as a knowledge quiz Universiteitsstrijd. The team wins the honorary war photographer, Oerlemans also took hundreds septembertitle of Smartest university in the Netherlands of portrait photos of UvA staff members annual report 2016 | university of amsterdam 71

Faculties and institutes On balance, the faculties recorded a result of - €4,4 million for 2016, which is in line with the budgeted figure of - €4.0 million. However, an unbudgeted addition of €6.8 million to the newly created reorganisation provision is recognised in the actual result. Excluding this new provision, the faculties jointly recorded a higher than budgeted result (+ €6.4 million). This is attributable to the following factors: • Higher internal income due to the allocation of pre-investment funds for student loans not budgeted by the faculties. The faculties will spend a portion of these funds in 2017. • The conservative and risk-averse budgeting of costs and revenues. • Higher income from contract activities in both the second and third flow of funds. • Higher external other income, primarily from the European Research Incentive Scheme (SEO Scheme). • Utilisation of the special purpose reserves created earlier. • The time required to recruit and appoint good academics to fill vacancies. Besides this general trend, a number of specific developments are evident at the faculties. The FGw, the FMG and the FdR are facing major financial challenges due to the significant decline in student numbers seen in recent years. Against this background, the FGw will proceed to implement an austerity plan, part of which has been included in the 2016 budget. The 2016 result (€3.0 million) is higher than budgeted (- €0.5 million), mainly on account of higher income from the second and third flow of funds and higher internal income. The FMG recorded a lower result (- €2.6 million) than budgeted (€0.5 million). The FMG incorporated an investment plan in its 2016 budget to preclude major deficits in the future. The plan included savings on staff expenses in view of the projected decline in student numbers. These savings were not achieved for several reasons, including a markedly lower decline in student numbers in practice. The FdR’s result (- €6.9 million) is lower than budgeted (- €2.7), primarily due to the creation of a reorganisation provision (€6.8 million). The FNWI recorded a significantly higher result (€2.5 million) than budgeted (- €2.6 million), which is largely attributable to higher contract revenue, higher other income and lower staff expenses. The FEB recorded a higher result (€3.1 million) than budgeted (€1.3 million), mainly on account of higher income from contract activities and higher internal income. The AUC recorded a result of €0.0 million which is slightly lower than budgeted (€0.3 million ), primarily due to higher staff expenses than budgeted. Similarly, ACTA recorded a lower result (- €0.9 million) than budgeted (- €0.2 million), which can largely be accounted for by lower revenues from patient treatments and contract research plus higher staff expenses. Pursuant to the contractual agreements with AMC-UvA concerning the FdG, AMC-UvA bears the full operational risk. In view of these agreements, the result for this faculty is nil by definition. The AMC-UvA’s accounts show a number of variances against budget concerning the teaching and research grant funds spent. These variances are recognised in the actual result.

3 october

The Classical Sociological Theory lecture by Emeritus Professor of Sociology Bart van Heerikhuizen is ranked in the top ten of most octobervalued courses on the Coursera website 72 annual report 2016 | university of amsterdam

Shared service units The shared service units recorded a more favourable result (€2.7 million) than budgeted (€1.7 million). The AC and Student Services (StS) recorded the largest variance between the budget and the result. The AC recorded a more favourable result (€1.5 million) than budgeted (€0.6 million), primarily on account of higher other income and lower other expenses than budgeted. StS recorded a lower result (- €0.8 million) than budgeted (€0.2). The variance is due to an adjustment for gains on vacant properties. With effect from the 2016-2017 academic year, these gains will be allocated to the period to which they relate rather than the date of receipt. The effect is - €1.0 million. Furthermore, for various reasons both positive and negative budget variances apply to other dossiers, the net effect of which on the result is nil.

Executive Board, executive staff and central policy budgets The result recorded by the Executive Board and the executive staff is on par with the budget (- €1.8 million). However, a number of items have turned out higher than budgeted due, among other things, to the addition of a fifth Executive Board member with effect from July 2016, external experts hired and a headcount increase in a number of executive management and executive staff departments. This was offset by savings for 2016 as a result of critically examining the use of funds.

Corporate level The corporate level (excluding Treasury) posted a result of €8.0 million. The budget variance (- €3.1 million) mainly comprises the aggregate of the higher government grant (€11.3 million) and tuition fees (€3.1 million) against €4.0 million distributed in excess of budget from the reserves (pre-investment funds for student loans).

Real Estate and Treasury Administration The UvA maintains an internal breakdown of the costs of space and the associated financing, which it closely monitors. The result (€10.7) recorded by Real Estate Administration was higher than budgeted (€9.7 million), mainly due to the delayed implementation of the Accommodations Plan, the Long-Term Maintenance Plan and the agreed functional modifications. The budgeted sales proceeds were realised. The costs of asbestos removal will be taken to the asbestos reserve. The remaining result will be added to the Accommodations Plan special purpose reserve. The 2016 result recorded by Treasury Administration is €3.4 million lower net than the budgeted result (€0.4 million) due to both higher external interest expenses, the lower capitalisation of interest and a lower share in the result of associates.

Internal control The faculties and shared service units prepare a quarterly integrated management report based on a fixed format, in which the specific and financial management cycles have been integrated. A description of the existing risks inherent in the unit and the control measures implemented and planned form an integral part of the reports. The faculties and shared service units use standard data reports derived from the management information system to prepare the reports. To reinforce the link between teaching and research, every quarter, specific focus areas are highlighted in the reports. The UvA and AUAS group finance departments merged in early 2015 under one joint director. The objective was: • to continue to professionalise control at the UvA and the AUAS while maintaining segregated UvA and AUAS financial systems and control tasks.

6 october

Duitsland Instituut celebrates its twentieth anniversary, with minister Jet Bussemaker and Bundeskanzleramt head Peter Altmaier appearing as guest speakersoctober annual report 2016 | university of amsterdam 73

• to align financial procedures, systems and formats as far as possible for the benefit of the collaborating service units. • to cluster knowledge, and more firmly anchor and organise financial specialisms, such as tax, risk management and treasury, for the benefit of both organisations. Since the decision has now been taken to unbundle the administration of the UvA and the AUAS, the finance departments will again be split up in 2017. The joint financial accounting, human resource and salary administration departments in the AC will continue to exist as a shared service and will use the shared SAP environment that has meanwhile been implemented.

Clarity A number of themes set out in the memoranda on Clarity on the Higher Education funding system issued by the Ministry of Education, Culture and Science are required to be reported in the Annual Report. This section explains how the UvA deals with these themes. • Outsourcing (components of) government-funded education to a non-government funded private organisation The UvA did not outsource any (components of) government-funded education to private organisations. • Investing public funds in private activities In 2016, the UvA did not utilise any government grant funds for investments in private activities that are not in line with its statutory tasks of education, research and knowledge transfer. • Funding for international students At the UvA, international students are enrolled as students only if they fully comply with the rules of procedure set out in the Enrolment Provisions for the University of Amsterdam. Enrolled students are in that case only eligible for government funding if they fully comply with the relevant laws and regulations. • Funding of tailor-made programmes The UvA does not develop any tailor-made programmes financed by third parties.

12 october 14 october

Geert ten Dam announces that the UvA Emeritus professor Ron Wever of will appoint its own diversity officer, HIMS receives the Vanadis Award during the presentation of the Let’s Do for his research in the area of octoberDiversity report vanadium enzymes 74 annual report 2016 | university of amsterdam

Financial policy

Forecast solvency in successive budget years

60%

50%

40% ntage e 30% Pe rc

20%

10%

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

AP 2011 AP 2012 AP 2013 AP 2014 AP 2015 AP 2016 AP 2017 AP = Accommodations Plan

Forecast bank loans in successive budget years

450

400

350

os 300

250 Millions of eur 200

150

100

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

AP 2011 AP 2012 AP 2013 AP 2014 AP 2015 AP 2016 AP 2017 Maximum credit Hedged interest rate risk AP = Accommodations Plan

Financial policy

It is the UvA's policy to ensure that solvency does not fall below 30% during the implementation of the Accommodations Plan and that any debt capital raised will not exceed the limits applicable to the credit arrangements taken out in 2008/2011. Debt capital consists of roll-over loans. The interest-rate risk is hedged with payer swaps to an average of 70-80%.

19 october 24 october

Professor Roel Beetsma is The Decentralisation and Democratisation appointed member of the Committee headed by Lisa Westerveld presents European Commission’s its final report, entitled Een universiteit van European Fiscal Board octoberwaarde(n) (University Values) annual report 2016 | university of amsterdam 75

8. Accommodations Plan and financing

Accommodations Plan In line with the 2005-2020 Accommodations Plan, in 2016 work was well under way mainly on the second phase of the renovation of Building A on the Roeterseiland Campus, including repair of the quay and construction of the bridge across Nieuwe Achtergracht. Every effort is being made to execute the project according to schedule for delivery to the FdR by mid-2017. The FMG (Psychology) moved into the renovated Building G on the Roeterseiland Campus following completion in early 2016. The public space of the Roeterseiland Campus will be designed and completed in phases and subsequently put into use. The newly established UvA Institute for Advanced Study moved to premises on the Oude Turfmarkt. Various FGw departments relocated from the Bungehuis and the PC Hoofthuis to the Bushuis and the Oost-Indisch Huis. The Duitsland Instituut Amsterdam also moved to the latter premises. The KNAW moved to the Spinhuis and a wing of the Oost-Indisch Huis together with a number of institutes. The Bungehuis was sold and transferred to the owner in summer 2016. The technical design for the University Library in the Tweede Chirurgische Kliniek and the Zusterhuis was completed and a rough design was also created for an alternative variant housing the University Library in the Oudemanhuispoort Complex. The action plan for the academic community consultation on the City Centre University Library was adopted at the end of 2016; both University Library variants will be presented during the consultation, which commences in March 2017. A decision is expected to be taken in summer 2017. In 2016, various activities were developed on the temporarily available building plots in the Amsterdam Science Park. Ace Venture Lab, for instance, created a co-working space taking the form of a Startup Village while students helped to create Anna’s Tuin and Ruigte, a green study environment for the FNWI. To conclude, at the end of 2016 the Executive Board members relocated from the Maagdenhuis to Building D on the Roeterseiland Campus, where they are centrally located among staff and students and closer to the everyday practice of teaching and research.

Financing In order to finance the Accommodations Plan, the UvA has had to raise financing since 2008, and will need to continue doing so for a considerable number of years. In the context of its transition from net lender to net borrower, the UvA amended and re-adopted the Treasury Statute and the associated banking operations regulations in autumn 2008. The Treasury Statute of the UvA was amended in November 2016 in line with the Regulations for Borrowing, Investing and Derivatives 2016 (Regeling belenen, beleggen en derivaten 2016) issued by the Ministry of Education, Culture and Science. The amounts due to credit institutions totalled €239 million at the beginning of 2016 and decreased to €233 at year-end. The 2016 operating cash flow is more favourable than budgeted as a result of the sale of the Bungehuis, a more favourable than budgeted operating result and the delayed

27 october

Free magazine Scipost appears for the first time; UvA physicist Jean-Sébastien Caux is the driving force behind the new platform for octoberscientific publications 76 annual report 2016 | university of amsterdam

implementation of projects on the Roeterseiland Campus. Cash and cash equivalents consequently rose from €77 million to €99 million. The implementation of the Accommodations Plan, particularly the full-scale renovation of the Roeterseiland Campus and the City Centre Campus, will require strict financial management across the organisation in the years ahead. The credit crisis has caused banks to restrict their lending policies and made it essential to carefully manage solvency and the debt service coverage ratio (DSCR). As evidenced by the 2017-2021 long- term budget, the UvA expects both indicators to remain well above the minimum threshold values established in the covenants with the banks. The minimum solvency threshold is expected to remain above 30% during the implementation of the Accommodations Plan. In view of its current favourable credit arrangements, the UvA wishes to avoid running the risk of less favourable terms and conditions for lending, should it wish to apply for a higher credit limit. For this reason, the implementation of the plans will need to be phased in line with the credit arrangements agreed in 2008 and adjusted in 2011. A few years ago, the UvA was still operating on the assumption that the City Centre Campus would require additional financing. This is no longer the case, however, due to the steady increase in equity, which means that the entire Accommodations Plan can now be implemented under the existing credit facilities. As agreed by 2013, the €100 million committed credit facility with Deutsche Bank was converted into two 20-year roll-over loans amounting to €35 million and €65 million respectively. The maximum credit facility provided by BNG Bank totals €225 million and consists of current account and cash facilities and long-term roll-over loans, always at money market interest rates. At the end of 2016, €150 million of the credit facility had been converted into five roll-over loans. At the end of 2016, the date of consolidation of the remaining amount of the existing facility was extended by five years in view of the later implementation of the City Centre Campus plans in particular. The Annual Statement of Accounts includes explanatory notes on the loans and credit facilities, under non-current liabilities. The UvA uses (forward) payer swaps as a long-term hedge against fluctuations in the money market interest rate. The Treasury Statute stipulates that the UvA must ensure that it has sufficient cash facilities at its disposal to implement its plans, including assurance about the payable long-term interest expenses arising from the Accommodations Plan. The graph shows the requirement for long-term debt capital to finance the real estate assets arising from the 2016 Accommodations Plan. The coloured area shows the amounts and the maturity dates of the interest rate risk hedge based on payer swaps. Current swaps totalled €209 million at year-end 2016. All swap transactions were effected between 2002 and 2011 with various maturity periods and commencement dates to cover the interest rate risk on the new FNWI building and the renovation of the Roeterseiland Campus. No new investment decisions have been made since that time, and therefore no new swap transactions have been entered into. The UvA applies hedge accounting to swap contracts and has hedged a considerable portion, but less than 100%, of the interest rate risk on the total credit requirement for the duration of the Accommodations Plan. Given that the average interest rate on the existing payer swaps exceeds the current yield curve, the UvA’s swap portfolio currently has a negative market value. This is offset by the measures the UvA has taken to ensure the long-term availability and fixed pricing of long-term debt capital. The UvA has no additional collateral obligations under any of the swap contracts.

31 october 2 november

The Executive Board decides to The Analytics Academy, a joint unbundle the administrative initiative by the ABS, receives a collaboration between the UvA Computable Award in the ICT oktoberand AUAS programmes category november annual report 2016 | university of amsterdam 77

At year-end 2016, the market value of the swaps was slightly more negative than at year-end 2015 due mainly to the fall in the interest rate curve at the end of 2016 across all maturities. The UvA does not hold any swaps with a shorter maturity period The Annual Statement of Accounts includes explanatory notes on the current interest swap contracts, stating their market value at the going rate as at 31 December 2016. The UvA determines the effectiveness of the hedge relationship on the basis of a critical terms test as at the balance sheet date of each year. The ineffectiveness of the portfolio is limited given that the maturity periods of the floating rates and interest dates of the swap contracts do not entirely coincide with those of the roll-over loans. The cumulative impact for the years ahead is €0.6 million. This has been recognised as a balance sheet item under long-term liabilities. The UvA utilises the flexibility in the loan portfolio to ensure that the critical terms between swaps and loans also continue to match in the future.

3 november 5 november

The very first high-tech businesses The AUV alumni award for best societal set up shop in the Startup Village, an project of the year goes to Renée Frissen of initiative developed by the ASP, ACE Open Embassy, an online helpdesk for novemberVenture lab and UvA Holding residence permit holders in the Netherlands 78 annual report 2016 | university of amsterdam

9. Continuity

2017 budget and 2018-2021 long-term budget Following the consent of the central representative advisory bodies and the approval of the Supervisory Board on the budget outline, the UvA Executive Board adopted the non-consolidated budget together with the 2018-2021 long-term budget on 20 March 2017. The 2017 budget and the 2018-2021 long-term budget are based on a forecast for the year 2016. For the purpose of this continuity section, the figures were updated in line with the annual figures for 2016. The tables provide a summary of the 2016 Annual Statement of Accounts, the 2017 budget and the 2018-2021 long-term budget in millions of euros (UvA non-consolidated), including the relevant financial ratios. The consolidated long-term forecast for the UvA does not differ considerably from these figures. The UvA plans to prepare a consolidated budget and a long-term budget with effect from the 2018 budget and will therefore include a consolidated continuity section in the 2017 Annual Report. The results of the group companies are included in the non-consolidated figures as a financial assets item. The 2016 actual results are more favourable than the balance sheet forecast included in the 2017 budget. As a result solvency is developing more favourably than expected against the 2017 budget. The DSCR continues to exceed the minimum threshold of 1.0 agreed with the banks. The long-term figures are based on forecasts drawn up by the faculties and the shared service units for student numbers and academic performance, staffing levels and the services to be procured. The key forecasts are shown in the first table of this section. The staffing level forecasts exclude the FdG. The student numbers for 2016 are based on the 1 October 2016 count and only comprise students who pay the UvA tuition fees. The student numbers projected for the period 2017-2021 are in line with the numbers included in the 2017 budget. The faculties FGw, FdR and FNWI expect student numbers to rise whereas the FMG and FEB expect student numbers to remain unchanged. The student numbers projected for 2020 and 2021 are assumed to be on par with the numbers projected for 2019. Staffing levels at the faculties are set to rise in the years ahead, largely on account of an increase in student numbers and higher contract revenue from the second and third flow of funds. The FNWI and the FMG will see the largest increase. The shared service units expect staffing levels to fall slightly as part of the planned indirect cost reductions set out in the Strategic Plan. Whether these forecasts will be achieved in the years ahead depends on numerous developments and external factors, including government policy, study choice trends and the collaboration with parties in the Amsterdam Metropolitan Area. Given that education in general, and higher education in particular, features prominently on the government agenda and it is generally accepted that the future of the Dutch economy will be knowledge intensive, the UvA anticipates that the government budget for the universities will reflect a high degree of continuity. The addition of the funds pledged based on the introduction of the student loan system has been taken into account on the income side of the 2017 budget, including the 2018-2021 long-term forecast. The 2017-2021 long-term budget contains an updated five-year investment plan for the Accommodations Plan totalling €236 million, €29 million of which is earmarked for the completion of the renovation of the Roeterseiland Campus and €147 million for investments in the City Centre

8 november

Professor of Theoretical Physics Erik Verlinde sheds new light on gravity’s novemberfundamental role in the universe annual report 2016 | university of amsterdam 79

Long-term budget 2017-2021

FORECAST FIGURES 2016 2017 2018 2019 2020 2021 Academic staff (FTE) 2,777 2,888 2,832 2,795 2,803 2,803 Support staff (FTE) 1,902 1,978 1,940 1,915 1,921 1,921 Executive Board and management (FTE) 59 61 60 59 60 60 Total staff (FTE) 4,738 4,927 4,832 4,769 4,783 4,783 Students 31,091 31,611 31,681 31,681 31,681 31,681

OPERATING INCOME (AMOUNTS X M€ 1 MILLION) 2016 2017 2018 2019 2020 2021 Government grants (OCW) 413.8 410.7 413.2 412.7 416.3 416.3 Other government grants and subsidies ------Tuition, course, lecture and exam fees 69.1 72.5 73.2 73.6 73.6 73.6 Income from work performed for third parties 107.2 93.8 92.6 93.9 94.6 94.6 Other income 49.0 45.3 44.3 44.1 44.2 44.2 Total income 639.1 622.3 623.2 624.3 628.8 628.8

Staff expenses 403.5 419.7 411.6 410.5 415.5 422.9 Depreciation 40.8 42.9 44.4 46.7 46.6 36.9 Accommodation expenses 44.4 35.4 35.1 34.0 34.4 34.4 Other expenses 128.1 130.2 126.1 126.6 127.6 130.8 Total expenses 616.8 628.2 617.2 617.9 624.1 625.1

Net income 22.3 -5.9 6.1 6.5 4.7 3.7

Financial income and expenses -8.3 -6.3 -6.1 -6.4 -4.7 -3.7 Non-recurring income and expenses ------Result 14.0 -12.2 0.0 0.0 0.0 0.0

Taxation ------Share in result of associates -2.0 -0.5 - - - - Result after tax 12.0 -12.7 0.0 0.0 0.0 0.0

15 november 22 november

HIMS makes a surprising discovery: Robbert Dijkgraaf presents his essay all molecular motors ‘sputter’ a little award to Judith van de Kamp for her upon start up piece on foreign healthcare workers november in Africa 80 annual report 2016 | university of amsterdam

2017-2021 Long-term budget

BALANCE SHEET (AMOUNTS X M€ 1 MILLION) 2016 2017 2018 2019 2020 2021 Intangible fixed assets 6.6 4.4 3.0 1.6 0.2 - Tangible fixed assets 486.0 508.6 535.2 539.0 541.6 553.3 Financial fixed assets 65.9 50.6 46.7 43.4 40.1 36.9 Total fixed assets 558.5 563.6 584.9 584.0 581.9 590.2 Stocks 0.4 0.4 0.4 0.4 0.4 0.4 Receivables 87.3 85.7 85.8 85.9 85.9 85.9 Marketable securities ------Cash and cash equivalents 101.0 66.7 35.0 30.0 20.6 20.0 Total current assets 188.7 152.8 121.2 116.3 106.9 106.3 Total assets 747.2 716.4 706.1 700.3 688.8 696.5

General reserve 118.5 119.0 135.1 147.6 157.2 158.5 Special purpose reserve 142.1 128.9 112.9 100.4 90.8 89.6 Other reserves and funds 8.0 8.0 8.0 8.0 8.0 8.0 Total equity 268.6 255.9 256.0 256.0 256.0 256.1 Provisions 30.8 26.7 26.7 26.7 26.7 26.7 Non-current liabilities 226.4 221.7 211.3 205.5 194.0 201.6 Current liabilities 221.4 212.1 212.1 212.1 212.1 212.1 Total debt capital 478.6 460.5 450.1 444.3 432.8 440.4 Total liabilities 747.2 716.4 706.1 700.3 688.8 696.5

FINANCIAL RATIOS 2016 2017 2018 2019 2020 2021 Solvency I 35.9% 35.7% 36.3% 36.6% 37.2% 36.8% Solvency II 40.1% 39.5% 40.0% 40.4% 41.0% 40.6% Liquidity 0.9 0.7 0.6 0.5 0.5 0.5 Profitability 1.9% -2.0% 0.0% 0.0% 0.0% 0.0% Profitability - economic value 4.5% -4.9% 0.0% 0.0% 0.0% 0.0% DSCR 2.7 2.2 3.1 3.2 3.3 5.1 Accommodations Plan ratio 12% 11% 11% 11% 11% 11% Buffer capital 0.4 0.4 0.4 0.4 0.4 0.4

23 november 24 november

The Democratisation Forum is officially The Dutch Association for Public Administration launched, enabling all UvA staff and presents the 2015 Van Poeljeprijs to researcher Nanke students to join in the online debate on Verloo in recognition of her ethnography on modern the university’s future citizenshipnovember in the Randstad metropolitan region annual report 2016 | university of amsterdam 81

Campus, including the new University Library. A further €23 million has been reserved in the plan for investments in the Amsterdam Science Park. The remaining €37 million concerns investments in major maintenance and functional modifications. The expenditure on the final phase of the original 2005-2020 Accommodations Plan exceeds depreciation over that period, bringing about an increase in the current book value of property of €470 million to €555 million at the end of 2021. The UvA currently has ample liquidity to fund these investments within the limits of its current credit facilities. This means that, in reference to the report of the Koopmans Committee (the Committee on the Financial Position of Universities), the ratio of debt capital to capital invested will improve from the current 49% to 36% in 2021. The previous chapter provides further information on the Accommodations Plan and financing. The decline in the special purpose reserves on the liabilities side of the long-term balance sheet reflects the utilisation of the Accommodations Plan reserve. Furthermore, as incorporated in the 2018-2021 long-term budget, the special reserves will decline on account of the utilisation of the faculty reserves and allowing the faculties to run temporary operational deficits. No movements in the funds are expected in the years ahead. A large portion of the reorganisation provision created on 31 December 2016 is expected to be utilised in 2017. There are no plans for a new reorganisation. The 2017 budget reflects the UvA’s financial health. The UvA has sufficient funds (liquidity) in the years ahead to implement its plans. The 2017 budget expects a negative result for the UvA as a whole; in the following years the result will be zero. This will help maintain solvency at a virtually unchanged level exceeding the minimum requirement. The DSCR will remain above the minimum threshold of 1.0 agreed with the banks. Thanks to the structural improvement in the result and the stability of the financial ratios, the UvA has the financial resources at its disposal to invest in quality and to eliminate impediments to entrepreneurship and innovation. The 2017 Budget includes detailed explanatory notes on the UvA’s financial outlook.

Risk management The UvA is governed on the basis of an integral management system where every organisational level is responsible for ensuring efficient, effective and lawful use of the mainly public funds made available to the UvA, proper management of rights and property, and compliance with the statutory rules and regulations laid down in the Dutch Higher Education and Research Act, the regulations deriving from it (including the accounting protocol) and other laws. This explicitly includes responsibility for the lawful spending of the government grant and for preventing, detecting and combating fraud. The Executive Board carries ultimate responsibility. The internal control system encompasses a full planning and control cycle, internal budgeting, monthly reports and analyses, and quarterly income, expenses and cash flow forecasts. Each faculty and shared service unit has its own controller, who reports to the group controller (head of Finance and Control) through the relevant dean or director, who in turn reports to the Executive Board. The tasks, authorities and responsibilities making up this system are laid down in the Standard Operational Management Mandate and in the Financial Management Regulations. The Supervisory Board monitors the effectiveness and results of the control system through its Audit Committee.

28 november

Jacob van den Eijnden wins the annual Astronomy Graduation Award and an amount of €3,000 euros for his research novemberon phase lags in black holes 82 annual report 2016 | university of amsterdam

Investment policy

Forecast tangible fixed assets (buildings) in successive budget years

700

600

500 os

400

Millions of eur 300

200

100

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

AP 2011 AP 2012 AP 2013 AP 2014 AP 2015 AP 2016 AP 2017 AP = Accommodations Plan

Forecast loans as a % of book value in successive budget years

80%

70%

60%

50% ntage e 40% Pe rc

30%

20%

10%

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

AP 2011 AP 2012 AP 2013 AP 2014 AP 2015 AP 2016 AP 2017 AP = Accommodations Plan

Investment policy

The top graph illustrates the expected development of the book value of property based on the current investment programme. In line with the Koopmans Committee report, on average more than half of the book value is ﬁnanced with equity.

5 december

Annemarie Berkhout receives the 2016 Pieter Zeemanprijs award for her Master’s thesis entitled Silver Nanocubes as Building Blocks decemberfor a Transparent Conductive Network annual report 2016 | university of amsterdam 83

Under this integral management structure, each unit is expected to have systems and processes in place to verify the quality of the performance of tasks and compliance with the rules. With effect from 2015, the central audit function merged with that of the AUAS to form the Audit department, with an independent internal function. The central audit function is a resource used by the Executive Board, among other things, to audit and assess constituent aspects of the effectiveness of the integrated management system. The audit function, following institutional accreditation in 2013, also plays a role in the quality assurance audit of research, and teaching in particular. The Audit department has also been assigned responsibility for the continuous development of the risk management system. The UvA’s governance model is aimed at controlling institutional risks and providing reasonable (but not absolute) assurance that tasks are performed effectively, efficiently and in accordance with the law. The Executive Board acknowledges that unforeseen circumstances can always arise and that ‘residual risks’ will remain. Such acknowledgement is a key aspect of risk management, which forms an intrinsic part of integrated management, aimed at not only reducing, preventing and insuring against risks, but also at accepting residual risks. Codes of conduct and transparency are important aspects of risk management. The UvA endorses and adheres to: • The Good Governance Code for Universities • The Dutch Code of Conduct for Scientific Practice • The Code of Conduct for the Use of Personal Data in Scientific Research • The Code for Transparency on Animal Testing The Scientific Integrity Complaints Regulation provides guidelines on reporting violations of the code of conduct in this field. The Regulations on Ancillary Activities lay down rules for the disclosure of potential conflicts of interest on the part of researchers and other staff members. Internal policies for the prevention of fraud and risks further include the UvA-AUAS Whistleblower Scheme.

9 december 12 december

The Faculty of Humanities launches the virtual The Executive Board moves from the staff room (docenTENkamer); an initiative by Maagdenhuis to the Roeterseiland Campus and various lecturers aimed at stimulating discussions Amstel Campus, in order to be ‘more closely decemberand consultations between teaching staff connected to UvA and AUAS students and staff’ 84 annual report 2016 | university of amsterdam

External factors influencing the UvA

PESTLE REGIONAL NATIONAL INTERNATIONAL Political - Municipal Executive - Conversion of the system of - Increase in investments in programme 2014-2018 financial assistance for students research and higher education (student accommodation; into a student loan system in the BRIC nations as well as position of the municipal (partial). Germany, France and other authorities with respect to the - Sustainability of the ‘Top European countries. existing knowledge institutes). Sectors’ policy. - Choices in the National Research Agenda 2015. - Additional VAT charges due to collaboration within the sector. Economy - Upward pressure on city - Changes in the pension system. - Impact of capital requirements centre construction costs. - Inadequate adjustment for imposed on banks (Basel inflation. Committee). Society - Development of regional - Abolition of civil servant status - Position and authority of labour market demand. at public universities. science and scholarship - Demographic developments (including the concept of in the north-west Netherlands. integrity). - Development of demand for education. Technology - Municipal ambitions; - National investment policy on - Developments in distance collaboration with other high performance computing learning technology (such as Amsterdam-based institutions (HPC). MOOCs). regarding the use of large equipment (such as the Spinoza Centre). Legislation - Implementation of the - Increasing inquiries and and - Distortion of competition in environmental and safety legal interpretation by the Europe arising from implicit regulations by the local Education Inspectorate, the subsidies (buildings, pensions authorities. Netherlands Authority for and VAT) granted to Consumers and Markets (ACM) universities in other countries. and the Dutch Healthcare Authority (NZa); continuing decline of institutional autonomy. Environment - Attractiveness of Amsterdam - Tightening of environment- - Competition in respect of in recruiting and retaining related requirements for image arising from sustainable top talent; municipal traffic buildings. campuses policy (public transport and bicycle).

13 december

UvA researchers Ben Freivogel, Guy Geltner and Christa Testerink receive an ERC Consolidator Grant: a maximum of €2 million euros over the coming five year period december annual report 2016 | university of amsterdam 85

10. Risks

For the sake of clarity, this Annual Report summarises the main internal and external risks and uncertainties affecting the University in the accompanying PESTLE diagram. The following table sets out the key risks together with the corresponding control measures. The internal risk management and management control systems were explained earlier in this report. The Supervisory Board’s procedures for supporting the Executive Board and providing advice on major policy issues and financial challenges are explained in the Supervisory Board’s Message.

The external risks emanate from a political and administrative context and the need to invest in quality and progress to enable the UvA to keep pace with developments in academia. Partly due to the disparity between teaching and research funding described earlier, the quality agenda, which is based on the above aspects, will be confronted with internal stakeholders with an interest in the status quo of the agenda items, and internal tension relating to the relative importance of teaching, research and valorisation.

Continued efforts to identify relevant risks will help us ensure that the UvA is and remains an appealing public and research-intensive university, where opinions are formulated on the basis of substance rather than organisational hierarchy. The UvA offers modern campuses in the beautiful city from which the UvA is proud to take its brand name. Amsterdam has a strong economy and provides us with numerous collaborative partners. Moreover, the UvA has a recognised position in international and research networks, enjoys an excellent reputation across the globe and benefits from its many academic relationships. Its strong arts and sciences profile means that ample interdisciplinary developments are possible.

14 december 14 december

The University of California, Berkeley, presents The Amsterdam district court rules that the distinctions to Sacha Epskamp (UvA) and Michèle Nuijten Allard Pierson Museum must return gold (Tilburg University) in recognition of their stat check treasures from Crimea loaned to the museum to decemberprocedure used during the verification of P-values the Ukranian state, rather than Crimean museums 86 annual report 2016 | university of amsterdam

External risks affecting the UvA

Risks facing teaching and research

RISKS / UNCERTAINTIES POLICY / MEASURES

Risks facing teaching and research

- Reputational damage arising from incidents - Internal complaints regulations and procedure. involving scientific integrity. - UvA Research Code to be drawn up. - Academic integrity task force established. - Research Data Management project. - Reputational damage arising from the quality - Effective PDCA cycle. of teaching and incident-based audits by the - Transparent data (UvAdata Monitors). Inspectorate. - Institutional Quality Assurance Audit midterm review (published in early 2016). - Decreasing autonomy in the area of science - Take a position in the social debate, including and scholarship will continue due to the through the VSNU. increasingly complex regulations. - Utilisation of the debates sparked by - Growth in compulsory courses, for which protest movements in the autumn of 2014 there is no or insufficient funding. and in 2015. - Threats to our global position as a research - Amsterdam Academic Alliance. university as a result of lower budget growth - Quality-oriented talent policy. than elsewhere in Europe and the emergence - Renewal of policy on research priority areas. of the BRIC nations.

- Relative unattractiveness of Amsterdam as a - Enhance the use of English. student city among international students. - Include internationalisation as a strategic theme in the 2015-2020 Strategic Plan. - Availability of sufficient accommodation for - Collaboration with the municipal executive students and temporary researchers. and investors (housing associations). - Internal financial tension due to the disparity - Coordination (in Amsterdam) and diversification between the growth in student numbers and of the range of Bachelor’s programmes offered. the research agenda. - Project aimed at evaluating and adjusting the 2017 allocation model. - Performance of representative advisory bodies. - Follow-up activities arising from the recommendations of the Democratisation and Decentralisation Committee (autumn 2016). - Too much fragmentation of Board attention. - Discontinuation of UvA-AUAS administrative collaboration. - Too few additional programmes offered for - Establish Honours and Excellence tracks. top students and top employees. - Apply selection to part of the Master’s programmes, focusing on more homogeneous groups and a stronger international profile. - Participation in the experiment on flexible studying. - AAA Fellowship Fund for making offers to top international talent.

15 december 16 december

UvA psychologist and youth care worker Neurobiologist Carlos Fitzsimons Anke Klein receives a Niels Stensen receives the Horizon 2020 EU grant for Fellowship that will enable her to continue his research on brain trauma her research on fear in children december annual report 2016 | university of amsterdam 87

RISKS / UNCERTAINTIES POLICY / MEASURES

- Volume drop in student numbers, e.g. as - Development of a new (often interdisciplinary a result of tightening the student financial and/or English-taught) range of programmes. assistance policy and the student public - A certain level of flexibility within the workforce transport pass allowing for the adjustment of cost levels within - Fluctuating demand for study programmes a reasonably fast time frame. per discipline. - Increase lecturer deployment in multidisciplinary programmes. - Undervaluation of teaching (‘burden’) - Strengthen teaching qualities as part of annual compared with research (‘scope’) in the eyes consultations and career prospects (strategic of a substantial number of academic staff. HR agenda). - Continue to adhere to the University Teaching Qualification policy.

- Developments in digital courses/education - Implementation of task force recommendations. (such as MOOCs). - Educational Reform and Blended Learning. - Increase the volume of ICT investments. - Develop distance learning recognition scheme in association with LERU. Risks and uncertainties relating to funds, accommodation and staff

- Policy-related and insidious cutbacks in the - Diversification of sources of income (more government grant (‘zero growth’). income from second and third flows of funds - Development of staff costs (Collective Labour and tuition fees). Agreement and pension contribution). - Reduce the number of wasted teaching efforts - Increase in non-recoverable VAT costs. (dropouts, time lost on account of pre-Master’s - Rising compliance costs. year). - Academic staff workload. - Focus on the quality (rather than quantity) of academic output (SEP Protocol). - Strengthen the governance model (lower the administrative pressure). - The introduction of work pressure (administrative burden) as an assessment criterion for new and existing policies.

- Shift the second flow of funds to the natural - Boost interdisciplinary research so that and medical sciences (e.g. as a result of the Top humanities and social sciences can also benefit. Sectors policy). - Strengthen organisational competence in - Falling UvA market share in the second flow of research as a key objective in the 2015-2020 funds, particularly for larger projects. Strategic Plan. - Permanently low cost coverage ratio of NWO - Shift from EU and third flow of funds to grants, reinforced by the possible abolition personal grants. of the doctorate conferrals component in the - Plea for conversion of doctoral component government grant. into overhead reimbursement by NWO. - Development of the costs of the - Internal separation of Real Estate Control Accommodations Plan (the Plan allows for 1% and the Real Estate Development Office. above the CPI). - Quarterly progress reports. - Effect of changes in public service law and - Solutions in association with the VSNU or by labour law on the flexibility of appointments. forming alliances.

20 december

UvA researchers headed by Mattia Fornasa conclude that there is no evidence for dark matter following a study of background decembergamma radiation 88 annual report 2016 | university of amsterdam annual report 2016 | university of amsterdam 89 90 annual report 2016 | university of amsterdam